The blog of actual and entrepreneurship

camiloespinosa.cl

2011-12-04T01:04:00.001-03:00

nuevo blog:

http://www.camiloespinosa.cl

Trabajo de Coaching

2011-09-29T02:09:00.000-03:00

a) ¿ Quién soy desde el cuerpo ?

Con el objetivo de conectarnos con el cuerpo y practicar las distinciones del taller, realiza el siguiente ejercicio:

Haz al menos 5 afirmaciones (dos falsas) de tu cuerpo, que te describan. Haz un juicio con respecto a cada afirmación.

De partida, en el momento en que me encuentro respondiendo ésta pregunta, me encuentro solo y no hay testigos que puedan estar de acuerdo con mis afirmaciones, o refutarlas. De todos modos contestaré la pregunta de acuerdo a mi percepción como observador:

Poseo una estatura “promedio” en relación a lo que he visto del resto de los chilenos.
Poseo una contextura esbelta, en relación a la gran mayoría de la gente que se ve en la calle.
Mi pelo es color café.
Mis ojos son color café.
Mi tez es blanca.
Mis pulmones se están llenando de aire en cada segundo.
Mi corazón hace poco latió a una mayor frecuencia hace unos minutos, de la que está latiendo ahora producto de un intenso partido de fútbol.
Tengo marcadas las venas de los ojos producto del sueño.

b) ¿ Cuales son mis barreras del Aprendizaje ?

Indícame al menos dos (2) de tus barreras o enemigos de tu aprendizaje. Explique por qué lo dice

Muchas veces es la incapacidad de admitir que no sé. Se explica básicamente en su gran mayoría por vergüenza de no saber algo que para otra persona pudiera parecer trivial. Hace poco he comenzado a trabajar en esto y admitir que no sé y pedir que me enseñen.

En otros casos la explicación puede ser la arrogancia que se refleja al no dar la autoridad a otro para que me enseñe. Otras veces es la desconfianza de la veracidad de quién me enseña o el no ser capaz de validar lo aprendido. En muchos casos también es el no asignar el tiempo suficiente al aprendizaje.

c) Respecto a los movimientos lingüísticos

Haz una oferta respecto a tu familia.

A mis padres y mi hermana los visitaré dentro de las próximas dos semanas y ofrezco ayudarlos a preparar el asado de bienvenida respectivo y comprar la ensalada.

d) Pedidos

Haz un “Pedido”.

Camilo, (yo mismo) te pido que te hagas el tiempo durante los próximos treinta días para reflexionar y definir como te quieres ver en lo que viene de tu vida, qué quieres hacer, con quien quieres estar, quién quieres ser, qué quieres tener y que determines los pasos a seguir con fechas estipuladas para lograr esos propósitos. Te pido también que dentro del mismo plazo calendarices como quieres distribuir tu tiempo en tus pilares básicos: Deporte, Relaciones Sociales, Escribir, Aprendizaje, Trabajo.

e) Promesas

Haz una promesa respecto del taller.

Prometo aplicar lo aprendido en el resto de mi vida, intentando no vivir en una transparencia y aprender cada semana algo nuevo, dedicando tiempo a pensar en por qué soy el observador que soy con el objetivo de modificar acciones que a la postre traerán mejores resultados.

f) Que piensas de:

Los principios básicos de la ontología del lenguaje.

Concuerdo totalmente. Fue un gran aporte el trabajo de Flores, de los pensadores en que se basó y de los que han venido después. Da para pensar en que personas que tengan menor dominio del lenguaje y menor vocabulario pueden ser considerados más básicos a la hora de expresar sus emociones, y de construir su mundo. Por el contrario, quienes más vocabulario tengan, más herramientas tendrán para expresarse, y que el mundo entienda que es lo que buscan, necesitan y quieren, así también lo que sienten. Lo mismo puede aplicar para la lengua que hable una persona.

Se me viene con esto a la mente una vez que vino Marco Enriquez-Ominami e hizo un comentario al pasar de que recomendaba leer más libros como novelas u otros que no fueran tan teóricos. Sólo dijo eso, pero de inmediato lo relacioné con o que se está hablando ahora. Fue porque como lo había comentado una vez. Leí un libro de Coaching, que lo encontré bastante interesante y que influyó en la decisión de tomar éste curso.

g) Declaraciones

Haz una declaración personal a un ser querido (Si, No, Amor, Ignorancia, Gratitud)

Los quiero demasiado. El otro día conversaba con un amigo que fue pastor evangélico a los 17 años y hoy debe tener alrededor de 50 y me comentó que lo mejor que le han dado sus padres es el amor entre ellos y el ser una familia sólida. Concuerdo totalmente y estoy infinitamente agradecido de todo lo que me han dado, en lo que el amor y el estar juntos entre ellos, son los cimientos del gran momento que estamos viviendo como familia y el que estoy viviendo yo personalmente.

h) Futuro y/o pasado

Índica las cosas que quieres dejar atrás

Quiero dejar atrás mis barreras para el aprendizaje.
Quiero dejar atrás los miedos y simplemente entenderlos para tomar precauciones y decisiones seguras.
“Quiero” dejar atrás mi concepción de la felicidad (Estado de equilibrio permanente e invariable) y aceptar la de la Real Academia Española. (Satisfacción, Gusto, Contento). Esto implica el jamás decir “Estoy Feliz”, sino que sólo puedo decir “Me siento Feliz”(Tengo la fortuna de poder decir esto al momento de escribir esto). En definitiva según esa concepción el único momento en el que tendría la oportunidad decir estoy feliz sería antes de morir. Puse Quiero en cursiva y entre comillas porque si lo llevo a cabo, mi vocabulario se quedaría sin una palabra para describir ese estado.
Quiero dejar atrás la importancia que consideré y aún considero a lo material.

i) Comienzo

Hace una lista de las cosas que según tu no puedes hacer escribiendo las frases con “No Puedo”

Nota: Esta actividad es esencial en la asistencia del día sábado

Por mi condición de humano puedo hacer prácticamente todo. Nuestras únicas limitaciones están determinadas por condiciones físicas, como lo son el tiempo, el espacio, la materia y la energía. En base a lo anterior puedo dar un listado enorme de cosas que no puedo hacer.

En la práctica el no tener la disposición a hacer ciertas cosas que pudiera hacer implicaría la no ejecución de éstas.

This Awesome Urn Will Turn You into a Tree After You Die | Design for Good | Big Think

2011-05-16T00:48:00.000-04:00

This Awesome Urn Will Turn You into a Tree After You Die | Design for Good | Big Think

when2meet.com

2011-05-15T11:41:00.000-04:00

Un amigo me acaba de recomendar un sitio web para identificar fechas para realizar reuniones. El sitio se ve bastante básico y de un diseño muy simple, sin embargo es de gran utilidad cuando muchas personas desean coordinar una fecha para tener reuniones 100% Recomendable. La URL es http://www.when2meet.com

Brightpearl overview

2011-01-12T11:50:00.000-03:00

A Great Solution!!

10 business models that rocked 2010 - by @nickdemey (skype:nickdemey.be)

2011-01-07T17:44:00.001-03:00

Check out this SlideShare Presentation:

10 business models that rocked 2010 - by @nickdemey (skype:nickdemey.be)

View more presentations from Board of Innovation (BOI).

Un consejo en momentos difíciles

2011-01-04T15:14:00.000-03:00

Para una persona que se siente emprendedora, le es complicado entrar a trabajar para una empresa grande, más aún si tiene una pyme.

La respuesta está en la siguiente conversación:

mmm, a ver mira todo depende de dos cosas diria yo

tus propias metas, proqeu uno no siempre tiene que venderse, eso es sólo si uno está jodido de plata, no tiene ideas propias, no tiene visión

14:56 es bueno hacer una práctica en una empresa grande pero pra aprender

lo otro es para quedarse allá

en esa empresa

yo que tu me apunto a lo que realmente quieras

14:57 lo que realmente te dicta tu corazón en este momento, una cosa puede ser ganar dinero, sentirme bien con lo que haces si no te vas a sentir bien si no estás en una empresa grande y eso te hará sentir más seguro, anda por la empresa grande

si sólo estas haciendo eso porque es lo que hay que hacer

14:58 psicológicamente

si eso te hará sentirte más seguro contigo mismo

haz eso

14:59 si no, si eso realmente no te importa pero crees que será mejor por seguridad y no tienes la suficiente seguridad interior para desecharlo, pues ve por eso, porque es lo que uno debe hacer

cuando uno no está muy seguro, debe

generar seguridad, si la seguridad la tienes, entonces

toma el camino que quieras

15:00 Yo: profe se pasó por el consejo!!!

usted es tremendaa!!

Roxana: lo otro es el tema dinero, si eso te aflije más, no hay salida debes optar por el dinero, lamentablemente es lo que manda a veces y uno tiene que postergarse un poco

Emprende uc-taller-plan-de-negocios

2010-12-30T12:01:00.001-03:00

Como desarrollar un Plan de Negocios:

Permite estructurarse y tener todo claro antes de comenzar con un nuevo negocio.

Emprende uc-taller-plan-de-negocios

View more documents from Alan Earle.

Compañías proyectan que conexiones a internet móvil aumentarán un 74% en 2011

2010-12-23T21:37:00.001-03:00

SANTIAGO.- Un aumento del 74% en el número de conexiones de Banda Ancha Móvil (BAM) entre diciembre de 2010 y diciembre de 2011 son las proyecciones sobre el crecimiento de la Banda Ancha Móvil entregado por la Asociación de Telefonía Móvil (Atelmo), que agrupa a Entel, Claro y Movistar.

Según estimaciones de la Subtel a la fecha, Chile cuenta con 1,1 millones de conexiones de Banda Ancha Móvil, las que deberían casi duplicarse durante el próximo año.

De esta forma, se espera que este tipo de tecnología alcance en cantidad de usuarios a la banda ancha fija, que actualmente cuenta con un número de conexiones cercano a los 1,8 millones.

Esto, porque la tendencia durante los últimos años ha demostrado un incremento constante: Según la Subtel la banda ancha móvil (BAM) ha tenido un crecimiento del 569% durante los últimos 21 meses, a diferencia de las conexiones fijas que han crecido un 23% en el mismo período.

Según el presidente ejecutivo de Atelmo, Guillermo Pickering, lo anterior se explica por los beneficios que ofrece esta tecnología, como la posibilidad de conectarse desde cualquier parte, la velocidad y la amplia cobertura.

“El alto dinamismo y competividad del mercado móvil ha mostrado históricamente bajas sostenidas de precios, y en banda ancha móvil ha ocurrido exactamente lo mismo”, agregó Pickering.

¿Trabajar en la empresa de mi familia, emprender o trabajar para un tercero?

2010-12-23T10:52:00.000-03:00

Muchos piensan en trabajar para un tercero para luego ser emprendedores, otros deciden asumir el riesgo de inmediato y otros más conservadores deciden seguir en la empresa de sus familias en el caso de tenerlas.

Para tomar la decisión debes definir tus objetivos en la vida, e identificar las cosas que te producen mayor satisfacción. Para ello hay un ejercicio muy interesante en el libro La quinta disciplina en la práctica de Peter Senge. Página 220 1a Edición en el capítulo de dominio personal.

Primero hay que ir tachando un listado de palabras de las cosas que uno más valora... luego dejar tres. luego dejar una, y en base a eso plantear la visión personal.

Luego ver de que manera se puede lograr aquello.

A mi punto de vista depende del riesgo que uno quiera asumir, ya que probablemente emprendiendo o en la empresa familiar, si tiene potencial de crecimiento, se pueden lograr mejores resultados en un plazo menor que trabajando.

Ahora trabajando llega el ingreso seguro todos los meses, pero también se corre el riesgo de despido en caso de que alguna coyuntura justifique el recorte de personal y uno se vea involucrado en aquello.

En ese caos habría que emplearse nuevamente o emprender por necesidad.

Cabe destacar que sea cual sea el medio de ingresos que tenga uno, hay que intentar buscar otras alternativas para disminuir el riesgo de quedarse sin percibir ingresos.

Ejemplo: Arrendar propiedades, tener otra empresa, hacer consultorías, tener inversiones, etc.

Ojo que ninguna alternativa está mal. Hay algunos emprendedores que se quejan de que no se fomenta el emprendimiento y cuestionan a quienes se emplean, siendo que quienes se emplean puede que estén buscando generar un capital para después emprender, o desean vivir sin mayores apuros trabajando y recibiendo su sueldo. Así mismo gente que trabaja cuestiona a los emprendedores por no haberse empleado para generar capital por sus emprendimientos y los ven como unos eternos soñadores.

Por otro lado hay personas que tienen sus propias empresas y critican a quienes se emplean, por haber entregado su tiempo a un tercero, y prefieren ganar menos pero disponer de su tiempo.

En fin... en este caso prácticamente todos son ganadores, aunque la mayoría de los descontentos que me ha tocado ver están en los empleados que llevan muchos años trabajando y lo único que quieren es salirse, para ojalá emprender. Y hay que hacerlo, nunca es tarde, pero lo que sí es qu ehay que dedicarle el tiempo pertinente y tener la valentía para asumir el riesgo que implica dejar el trabajo para emprender.

Por otro lado hay gente que ha trabajado y hoy en día son grandes directores de empresas y personas influyentes tanto a nivel chileno como a nivel internacional, por lo que ningún camino a mi juicio es el incorrecto.

Generalidades de un Planteamiento Estratégico

2010-12-22T18:49:00.000-03:00

1. Introducción

El interés en y los esfuerzos hacia la administración de las empresas son a nivel mundial y están aumentando rápidamente.
El cambio cultural crea la necesidad de conocer y comprender la filosofía, enfoque, visión, misión que debe dársele asumiéndola como una verdaderafunción operativa de control del sector específico que realiza el control o inspección de la calidad.
La primera definición que hoy en día las empresas industriales de este tipo implantan es un esfuerzo de toda la compañía que trata de establecer y hacer permanente un ambiente en el cual los empleados mejoren continuamente su habilidad de proporcionar los productos que los clientes encuentren de unvalor particular.
Los valores y los enfoques han sido los aspectos claves de muchos procesos de éxito señala un comentario del Gerente de la empresa investigada.

2. Sobre los objetivos estratégicos

Los objetivos estratégicos se hacen con un alcance de cinco años y mínimo de tres. Esto depende del tamaño de la empresa. Los objetivos organizacionales tienen la duración de un año. Los primeros objetivos son de responsabilidad de alta dirección pues ellos son los encargados en señalar la linea de acción de la empresa hacia el futuro. Son responsables también de cambiar esta dirección, antes de que la empresa se vaya al fracaso en elmercado.
Los objetivos estratégicos sirven para definir el futuro del negocio mientras que los objetivos organizacionales se refieren a como hacer los productivo los negocios en el termino de un año.

Sobre los objetivos generales de una empresa:

Consolidación del patrimonio.
Mejoramiento de la tecnología de punta.
Crecimiento sostenido.
Reducción de la cartera en mora.
Integración con los socios y la sociedad
Capacitación y mejoramiento del personal
Claridad en los conceptos de cuales son las áreas que componen la empresa.
Una solución integral que habrá así el camino hacia la excelencia.
La fácil accesibilidad en la compra del producto para la ampliación de clientes.

Sobre los objetivos específicos de una empresa:

La distribución de los productos se de en forma oportuna a los clientes.
Buena calidad del producto a bajo costo obteniendo ventaja competitiva.
Realización de un programa de ventas promocional.
Mejor ambiente laboral donde el personal se pueda desenvolver con capacidad.
Presentación del producto de mayor comodidad y variedad.

Después de haber diseñado los objetivos y definido los recursos para lograrlos la dirección debe colocar en cada área clave a los ejecutivos capaces de obtener resultados, aquellos que saben dirigir y motivar a su personal

3. Sobre La Misión

Es la razón de ser de la empresa considerando sobre todo la atractividad del negocio.
En la misión de la empresa investigada de la industria se hace un análisis del macro y micro entorno que permita construir el escenario actual y posible, para que sea posible ver con mayor énfasis la condición y razón de ser de la empresa en dicho mercado.

Dimensión del negocio ( Cuanto vale en personas, unidades y en dinero en el mercado de dicho negocio ).
Tendencia del negocio.
Dimensión del negocio por línea del producto.
Tasa de crecimiento de la empresa ya sea a nivel regional o nacional.
Segmentación interna del negocio.
Barreras de entrada.
Barreras de salida.
Tendencia de precios que puedan llegar al alcance de todos los consumidores.
Estructura de la oferta, mediante promociones del producto.
Motivos de la compra que tiene el cliente en comparación con las demás industrias gaseoseras
Canales de venta que tiene en la actualidad dicha empresa
A quien se dirige la empresa, con que tecnología.

4. Sobre La Visión

La intervenciones diseñadas para ayudar a los miembros de la organización a ver hacia el futuro no son nuevos en el desarrollo organizacional, pero se ha desarrollado un interés renovado en el uso de la intervenciones para estudiar tendencias proyectadas hacia el futuro y sus implicaciones para la organización

5. Sobre El Alcance

Son las diferentes zonas o ares donde el producto es vendido y aceptado con mayor facilidad en comparación con las empresas competidores.
El propósito primordial del alcance de la empresa investigada consiste en ganar y conservar clientes manteniéndolos satisfechos, demostrando que 4 o 5 veces más captar un nuevo cliente que conservar a los que ya se tienen.
En muchos personas que se encuentren situadas entre la empresa y el consumidor final también se deben reconocer y tratar como clientes. En estegrupo se encuentran agentes de seguro, proveedores, distribuidores, etc.
Para tener un mejor alcance entre el producto y el consumidor es necesario la utilización de encuestas medio por el cual se evalúa las percepciones de los clientes en forma de renta y determinación de necesidades básicas. Los resultados de las encuestas nos proporcionarán una línea de referencia o punta de partida contra lo cual se podrá evaluar el mejoramiento futuro.

6. Conclusiones y recomendaciones

Visualizar cada una de las áreas para poder atender en forma inmediata sus debilidades y crecer en su fortaleza.
Para la ejecución de un plan estratégico debemos contemplar siete áreas siendo la estructura, estrategia, habilidades, personal estilo, sistemas y valorescomparativos.
Los avances que se logran con la efectividad organizacional son más difíciles de detectar en la línea de base.
Son los clientes y la empresa los que condicionan la vida de las organizaciones pudiendo éstas alcanzar cualquiera de los estados extremos sie ndo el éxito o la desaparición.

Recomendaciones
Se debería realizar una lista de las principales responsabilidades de la empresa para el desarrollo, implantación y administración progresiva del procesode la calidad.
El diseño del propio sistema de valores, decidir lo que la empresa representa. Qué hace que la empresa, constituya el mayor motivo de orgullo para todos.

Palabras clave:
Planeamiento, planeación, objetivos, planeamiento estratégico, planeación estratégica, estrategia, administración, administración, valores, metas, elementos de la administración, empresa, empresas, organización, organización, producto, productos, consumidor, kayzen, caysen, cayzen, kaysen, mejoramiento continuo, recursos, objetivo estratégico, metas, misión, visión, visión, misión, calidad, largo plazo, corto plazo, mediano plazo, plazo, plazos, plan estratégico, contabilidad.

Resumen:
Los objetivos estrategicos se hacen con un alcance de cinco años y mínimo de tres. Esto depende del tamaño de la empresa. Los objetivos organizacionales tienen la duración de un año. La misión es la razón de ser de la empresa considerando sobre todo la atractividad del negocio. El alcance, son las diferentes zonas o ares donde el producto es vendido y aceptado con mayor facilidad en comparación con las empresas competidores.

Fabricación de Órganos Organ Fabrication

2010-12-09T16:11:00.002-03:00

Creacion de organos: La bioimpresora (Gabor Forgacs)
Cargado por raulespert. - Vídeos de ecología, sociedad, economía y sostenibilidad.

How to Create a Business Idea

2010-12-09T15:49:00.001-03:00

A great business idea combines your skills with imagination and market demand.

A business opportunity or idea often comes from everyday problems that someone solves.

Successful businesses find a need and fill it by providing a service or product.

Entrepreneurs who look at ways to make an existing product or service better can
be as successful as those who create or invent products
.

Instructions

Write a short list, not more than 20, of things that people use or need every day. This includes food, houses, cars, electricity, telephones and clothing.
Think about ways to make it easier or more convenient to use one or more of these things. List some ways to make them cheaper, faster or smaller. Keep all your ideas no matter how silly them seem.
Look at some things on your list to see if combining them would make someone's life more convenient. Combining cars and food gave us the fast food drive-ins. Cars and money gave us drive-through banking. Perhaps, some people would prefer to rent videos and games at a drive-through video store.
Make a list of businesses and products that didn't exist 50 years ago, 25 years ago or 10 years ago. Visit the Trendwatching website to see examples of new ideas. Note if the successful businesses made tasks or experiences more convenient, faster, cheaper, safer or better in some other way.
Look at your own skills and experiences. Write a list of things that you can do well. Write a list of things that you would like to learn to do. Make a list of chores or tasks that you hate and avoid. One of these may lead to a great business idea or opportunity.
Combine some items from your products and services lists with your skills and write down your new business ideas. Discover business trends and niches by looking at the titles of popular books and websites. Read magazine articles and blogs for inspiration for a business opportunity.
Research your idea to find out if it might fill a market gap or provide an opportunity to meet a need that many people have. Learn how to research your potential market by taking free online courses from the Small Business Administration.

Ideas de Negocios - Como Crear Una Idea de Negocio

2010-12-09T15:29:00.000-03:00

Como Generar Ideas Creativas

2010-12-09T12:57:00.001-03:00

Check out this SlideShare Presentation:

Como Generar Ideas Creativas

View more presentations from Mario Morales.

Value Chain Cadena de Valor (From wikipedia)

2010-12-08T12:49:00.001-03:00

Before submitting the following, it is clear that concepts are being presented only for those who do not know and they are very useful in undertaking or completing a new business.

Antes de presentar lo siguiente, cabe dejar claro que sólo se están presentando conceptos para quienes no los conocen y que son muy útiles a la hora de emprender o de realizar un nuevo negocio.

The value chain, also known as value chain analysis, is a concept from business management that was first described and popularized by Michael Porter in his 1985 best-seller, Competitive Advantage: Creating and Sustaining Superior Performance.^[1]

[hide]

[edit]Concept

[edit]Firm Level

A value chain is a chain of activities for a firm operating in a specific industry. The business unit is the appropriate level for construction of a value chain, not the divisional level or corporate level. Products pass through all activities of the chain in order, and at each activity the product gains some value. The chain of activities gives the products more added value than the sum of added values of all activities. It is important not to mix the concept of the value chain with the costs occurring throughout the activities. A diamond cutter can be used as an example of the difference. The cutting activity may have a low cost, but the activity adds much of the value to the end product, since a rough diamond is significantly less valuable than a cut diamond. Typically, the described value chain and the documentation of processes, assessment and auditing of adherence to the process routines are at the core of the quality certification of the business, e.g. ISO 9001.

[edit]Activities

The value chain categorizes the generic value-adding activities of an organization. The "primary activities" include: inbound logistics, operations (production), outbound logistics, marketing and sales (demand), and services (maintenance). The "support activities" include: administrative infrastructure management, human resource management, technology (R&D), and procurement. The costs and value drivers are identified for each value activity.

[edit]Industry Level

An industry value chain is a physical representation of the various processes that are involved in producing goods (and services), starting with raw materials and ending with the delivered product (also known as the supply chain). It is based on the notion of value-added at the link (read: stage of production) level. The sum total of link-level value-added yields total value. The French Physiocrat's Tableau économique is one of the earliest examples of a value chain. Wasilly Leontief's Input-Output tables, published in the 1950's, provide estimates of the relative importance of each individual link in industry-level value-chains for the U.S. economy.

[edit]Significance

The value chain framework quickly made its way to the forefront of management thought as a powerful analysis tool for strategic planning. The simpler concept of value streams, a cross-functional process which was developed over the next decade,^[2] had some success in the early 1990s^[3].

The value-chain concept has been extended beyond individual firms. It can apply to whole supply chains and distribution networks. The delivery of a mix of products and services to the end customer will mobilize different economic factors, each managing its own value chain. The industry wide synchronized interactions of those local value chains create an extended value chain, sometimes global in extent. Porter terms this larger interconnected system of value chains the "value system." A value system includes the value chains of a firm's supplier (and their suppliers all the way back), the firm itself, the firm distribution channels, and the firm's buyers (and presumably extended to the buyers of their products, and so on).

Capturing the value generated along the chain is the new approach taken by many management strategists. For example, a manufacturer might require its parts suppliers to be located nearby its assembly plant to minimize the cost of transportation. By exploiting the upstream and downstream information flowing along the value chain, the firms may try to bypass the intermediaries creating new business models, or in other ways create improvements in its value system.

Value chain analysis has also been successfully used in large Petrochemical Plant Maintenance Organizations to show how Work Selection, Work Planning, Work Scheduling and finally Work Execution can (when considered as elements of chains) help drive Lean approaches to Maintenance. The Maintenance Value Chain approach is particularly successful when used as a tool for helping Change Management as it is seen as more user friendly than other business process tools.

Value chain analysis has also been employed in the development sector as a means of identifying poverty reduction strategies by upgrading along the value chain ^[4]. Although commonly associated with export-oriented trade, development practitioners have begun to highlight the importance of developing national and intra-regional chains in addition to international ones ^[5].

[edit]SCOR

The Supply-Chain Council, a global trade consortium in operation with over 700 member companies, governmental, academic, and consulting groups participating in the last 10 years, manages the Supply-Chain Operations Reference (SCOR), the de facto universal reference model forSupply Chain including Planning, Procurement, Manufacturing, Order Management, Logistics, Returns, and Retail; Product and Service Design including Design Planning, Research, Prototyping, Integration, Launch and Revision, and Sales including CRM, Service Support, Sales, and Contract Management which are congruent to the Porter framework. The SCOR framework has been adopted by hundreds of companies as well as national entities as a standard for business excellence, and the US DOD has adopted the newly-launched Design-Chain Operations Reference (DCOR) framework for product design as a standard to use for managing their development processes. In addition to process elements, these reference frameworks also maintain a vast database of standard process metrics aligned to the Porter model, as well as a large and constantly researched database of prescriptive universal best practices for process execution.

[edit]Value Reference Model

A Value Reference Model (VRM) developed by the global not-for-profit Value Chain Group offers an open source semantic dictionary for value chain management encompassing one unified reference framework representing the process domains of product development, customer relations and supply networks.

The integrated process framework guides the modeling, design, and measurement of business performance by uniquely encompassing the plan, govern and execute requirements for the design, product, and customer aspects of business.

The Value Chain Group claims VRM to be next generation Business Process Management that enables value reference modeling of all business processes and provides product excellence, operations excellence, and customer excellence.

Six business functions of the Value Chain:

Research and Development
Design of Products, Services, or Processes
Production
Marketing & Sales
Distribution
Customer Service

Cadena de Valor

La cadena de valor empresarial, o cadena de valor, es un modelo teórico que permite describir el desarrollo de las actividades de una organización empresarial generando valor al cliente final descrito y popularizado por Michael Porter en su obra Competitive Advantage: Creating and Sustaining Superior Performance'.'¹

Contenido

[ocultar]

[editar]Actividades primarias

Las actividades primarias se refieren a la creación física del producto, su venta y el servicio postventa, y pueden también a su vez, diferenciarse en sub-actividades. El modelo de la cadena de valor distingue cinco actividades primarias:

Logística interna: comprende operaciones de recepción, almacenamiento y distribución de las materias primas.
Operaciones (producción): procesamiento de las materias primas para transformarlas en el producto final.
Logística externa: almacenamiento de los productos terminados y distribución del producto al consumidor.
Marketing y Ventas: actividades con las cuales se da a conocer el producto.
Servicio: de post-venta o mantenimiento, agrupa las actividades destinadas a mantener, realzar el valor del producto, mediante la aplicación de garantías.

[editar]Actividades Secundarias

Las actividades primarias están apoyadas o auxiliadas por las también denominadas 'actividades secundarias':

Infraestructura de la organización: actividades que prestan apoyo a toda la empresa, como la planificación, contabilidad y las finanzas.

Dirección de recursos humanos: búsqueda, contratación y motivación del personal.

Desarrollo de tecnología, investigación y desarrollo: generadores de costes y valor.²

[editar]El marco de la cadena de valor

La cadena de valor enseguida se puso en el frente del pensamiento de gestión de empresa como una poderosa herramienta de análisis paraplanificación estratégica. Su objetivo último es maximizar la creación de valor mientras se minimizan los costos. De lo que se trata es de crear valor para el cliente, lo que se traduce en un margen entre lo que se acepta pagar y los costos incurridos por adquirir la oferta. Sin embargo, la práctica ha demostrado que la reducción de costos monetarios tiene también un límite tecnológico, pues en ocasiones ha afectado también la calidad de la oferta y el valor que ésta genera. Por ello el pensamiento sistémico en este aspecto ha evolucionado a desarrollar propuestas de valor, en las que la oferta se diseña integralmente para atender de modo óptimo a la demanda.

La cadena de valor ayuda a determinar las actividades o competencias distintivas que permiten generar una ventaja competitiva, concepto introducido también por Michael Porter. Tener una ventaja competitiva es tener una rentabilidad relativa superior a los rivales en el sector industrial en el cual se compite, la cual tiene que ser sustentable en el tiempo. Rentabilidad significa un margen entre los ingresos y los costos. Cada actividad que realiza la empresa debe generar el mayor posible. De no ser así, debe costar lo menos posible, con el fin de obtener un margen superior al de los rivales. Las Actividades de la cadena de valor son múltiples y además complementarias (relacionadas). El conjunto de actividades de valor que decide realizar una unidad de negocio es a lo que se le llama estrategia competitiva o estrategia del negocio, diferente a las estrategias corporativas o a las estrategias de un área funcional. El concepto de subcontratación, outsourcing o externalización, resulta también de los análisis de la cadena de valor.

El concepto ha sido extendido más allá de las organizaciones individuales. También puede ser aplicado al estudio de la cadena de suministro así como a redes de distribución. La puesta a disposición de un conjunto de productos y servicios al consumidor final moviliza diferentes actores económicos, cada uno de los cuales gestiona su cadena de valor. Las interacciones sincronizadas de esas cadenas de valor locales crean una cadena de valor ampliada que puede llegar a ser global. Capturar el valor generado a lo largo de la cadena es la nueva aproximación que han adoptado muchos estrategas de la gestión. A base de explotar la información que se dirige hacia arriba y hacia abajo dentro de la cadena, las compañías pueden intentar superar los intermediarios creando nuevos modelos de negocio.

FODA SWOT

2010-12-08T12:44:00.000-03:00

Este análisis también es el resumen de palabras, que son las Fortalezas, Debilidades, Oportunidades y Amenazas, separándose dependiendo si son del mundo externo o del mundo interno.

Lo que viene del exterior son las Oportunidades y las Amenazas y lo que viene del interior del negocio, proyecto o emprendimiento, o lo que sea son las Fortalezas y las debilidades.

Esto se puede aplicar incluso a la vida propia, y permite tener más claro lo que se debe hacer y obstáculos que se pueden superar para lograr los objetivos.

Generalmente se presenta en una matriz, pero es preferible escribirlo detalladamente antes de resumirlo, ya que la información que se entrega es abundante.

La idea es presentarlo de la siguiente forma:

Medio Interno

Fortalezas

Debilidades

Medio Externo

Oportunidades

Amenazas

Hay que tener siempre presente que se debe alinear lo presentado con los objetivos que se persiguen y los objetivos alinearlos con la visión (Que se explicó en una entrada llamada misión y visión).

Por lo tanto se deben tomar las estrategias adecuadas para poder llegar a los objetivos, según lo detalla la imagen de la presente entrada.

English by Google translate

This analysis is also a summary of words that are the Strengths, Weaknesses, Opportunities and Threats are separated depending on whether the external world or the inner world.
What comes from the outside are the Threats and Opportunities and what comes from inside the business, project or enterprise, or whatever are the strengths and weaknesses.
This applies even to life itself, and allows for more clear what to do and obstacles can be overcome to achieve the objectives.
It usually occurs in an array, but it is better to write in detail before summarize, since the information given is abundant.
The idea is to present it as follows:
Internal Environment
Strengths
Weaknesses
External Environment
Opportunities
Threats
Always keep in mind that what is presented should be aligned with the objectives pursued and the objectives align with the vision (explained in an entry called mission and vision).
Therefore it should take appropriate strategies to reach the objectives, as detailed in the image of this entry.

Análisis PESTA o PESTEL

2010-12-08T12:04:00.000-03:00

Tal como lo publicado anteriormente respecto de las cinco fuerzas de porter, este análisis permite armarse un panorama del macro entorno para realizar el negocio o la actividad que estamos planeando o desarrollando.

El nombre viene dado por las variables a analizar:

(P) Político

(E) Económico

(S) Social

(T) Tecnológico

(A) Ambiental

en el caso del pestel sería

(P) Político

(E) Económico

(S) Social

(T) Tecnológico

(E) Ecológico

(L) Legal

Lo que se debe hacer es un análisis acabado de los aspectos correspondientes a cada variable que pudieran influenciar positiva o negativamente la actividad que realicemos o deseemos realizar.

Lo ideal sería identificar factores clave, determinar su impacto en el negocio, ya sea positivo o negativo y determinar el nivel de influencia.

El objetivo es tomar las medidas y decisiones adecuadas ya sea pera potenciar lo bueno o para doblegar las influencias negativas.

Si hay mayores dudas escribir a camilo.espinosa@gmail.com

English by Google Docs

As previously released on porter's five forces, this analysis can summon an overview of the macro environment to conduct business or activity you are planning or developing.

The name comes from the variables to consider:

(P) Political

(E) Economic

(S) Social

(T) Technology

(A) Environmental

in the case of Pestel would

(P) Political

(E) Economic

(S) Social

(T) Technology

(E) Ecological

(L) Legal

What you should do is finish the analysis for each variable aspects that may positively or negatively influence the activity you wish perform or carry out.

The ideal would be to identify key factors determining their business impact, either positive or negative and the level of influence.

The goal is to take appropriate actions and decisions whether good or pear boost to break the negative influences.

If there are more questions write to camilo.espinosa @ gmail.com

http://www.oup.com/uk/orc/bin/9780199296378/01student/additional/page_12.htm

Innovation Insanity

2010-12-08T02:53:00.000-03:00

August 2010 | Each year, around this time, we take a look at the most promising ‘on trend’ innovations, as spotted by our sister company Springwise. No surprise, that with the entire world now battling it out in the consumer arena, the amount of talent, of creativity, of innovations, is staggering. Welcome to INNOVATION INSANITY ; -)

We all agree that innovation is the only way to survive in an ever more global, competitive business arena. We’re talking basically anything that will get consumers spending, and preferably the kind of spending that involves sustainable goods, services and experiences.

And since everyone from Seth Godin to the Harvard Business Review is providing you with excellent, inspiring insights and theory on innovation as a mindset, a process, a way of life, we'd like to contribute to the conversation with examples of actual B2C innovations. Tons of 'em.

As we see it:

INNOVATION INSANITY | There will never be a shortage of smart new ventures, brands, goods and services that deliver on consumers’ wants and needs. In fact, with the entire world now engaged in creative destruction, INNOVATION INSANITY is upon us. So yes, the dozens of innovations we’ve rounded up for this briefing, courtesy of our sister-site Springwise, are just the tip of the iceberg. Invent, improve, copy… or perish.

The link between INNOVATION INSANITY and consumer trends? As focused as we are on emerging consumer trends, we never tire of pointing out that trends are only good for one thing: inspiring you to innovate, to come up with new goods, services and experiences for (or even better, with) your customers.

Innovation: not just labs, not always earnest, not necessarily expensive

Three more thoughts on innovation:

Innovation is not necessarily about people in white coats puttering about in R&D labs. In our current experience economy, marketing innovation is equally important, and often trumps technical innovation.
Furthermore, as consumers’ wants are sometimes frivolous, new products and services can be, too. Really, innovation doesn’t have to be so earnest all the time.
Thirdly, doing or starting something new doesn't have to cost the world. Many of the innovations featured in this briefing thrive on nimbleness and creativity, not huge budgets.

Springwise New Business Ideas is trendwatching.com’s sister site. Do not miss out!

OK, enough preaching, let’s get to practicing: check out these 67+ innovations, arranged by trends (STATUS STORIES, CROWD-EXPRESS, and more) and B2C industries.
All sourced from trendwatching.com’s sister site Springwise, which finds and publishes the best innovations from around the world, with the help of 8,000+ Springspotters. Seriously, if you don't yetsubscribe to their weekly newsletter, you're missing out! Here goes:

Our recent STATUSPHERE Trend Briefing gave you a taste of some of the ways in which consumers are now getting their status fix. Here are a few more innovative examples, related to skills and status:

Hotels | Dubbed “Night School,” the Seattle Sorrento Hotel offers a collaboration with chef Michael Hebb and “an array of intellectuals, artists, writers, filmmakers, mixologists, chefs and the leading cultural institutions in the Northwest”. The Night School's Midnight Symposium series, for example, invites guests to gather and discuss a particular reading, while the Drinking Lessons series in the hotel's Hunt Club bar offers two-hour lessons in the preparation and history of three distinct cocktails.More »

Bars and Restaurants | Spanish restaurant chain Fresc Co offers free English language lessons to its patrons. Fresc Co operates 40 restaurants in 11 Spanish cities, focusing on fresh ingredients and Mediterranean dishes. Last February, two of its Barcelona locations began offering two-hour sessions targeting professional workers with a focus primarily on everyday language and work situations. More »

Food & Beverage | British brewer Tom Wood's recently launched a mobile bottling operation for DIY brewers in the form of a well-equipped truck that can drive to virtually any UK location. Services include everything from pre-production bottle washing through a range of bottle capping options, labelling and finally shrink-wrapping. More »

We covered GENERATION G last year, and with even more brands and consumers adopting a generous mindset, the innovations keep on coming:

Bikes | Calfee Design is helping entrepreneurs in the developing world make locally sourced bamboo bicycles for domestic and international sale. Through the Bamboosero initiative, Calfee set up two bike-building groups in Ghana who build frames using locally sourced bamboo before shipping them to the US. The Ghanaian entrepreneurs earn about USD 150 for every frame they build. More »

Financial Services | Launched in February 2010, Choose Change ATM has developed a brand of ATMs that lets users donate USD 1 of each USD 2 transaction fee to a non-profit organization of their choice. Users select from a display of eight non-profits, supporting causes such as disaster aid, poverty relief and human rights. The ATMs are installed at no cost to retailers and Choose Change handles all of the maintenance and refills. More »

Not for profit & social cause | GiveMeTap lets consumers in the UK refill their water bottles for free at participating cafés. Beginning in Manchester, GiveMeTap has signed up numerous restaurants and cafés willing to supply free access to clean tap water; said providers can be located via PC or smartphone using GiveMeTap's mapping service. In order to partake, consumers need to be carrying one of GiveMeTap's branded aluminium bottles, which are priced at GBP 7. GiveMeTap uses 70 percent of the profits from those sales to fund independent water projects in regions where they're most needed. More »

Domestic Care | Cleaning-products maker Method toured the streets of New York in May 2010 with its “Wash Smart, Give Smart” truck to encourage people to donate clothing. Through a partnership with Goodwill, San Francisco-based Method equipped a glass-walled truck with a mobile laundry room that was used to wash and dry clothes before delivering them to New York Goodwill locations to be resold. Passers-by were encouraged to spontaneously donate an item of clothing off their bodies, and as part of Method's “laundry smarts” campaign, there was also a photo station, samples, games and prizes. More »

Fashion | Philadelphia-based Warby Parker offers its own, in-house designs through the mail for USD 95 including delivery. Rather than maintain a physical store, Warby Parker gives consumers two ways to try its frames on: with its virtual try-on feature using an uploaded photo, or via its free, 7-day home trial of up to five styles at a time. For each pair of glasses it sells, Warby Parker donates to nonprofit Restoring Vision, which then donates a pair of glasses to someone in need. More »

Food & Beverage | Online wine vendor CellarThief donates 100 days' worth of clean water for every bottle of wine it sells. Launched in early 2010, CellarThief sells only three heavily-discounted wines on its site at any given time, hand-picked from world-class wineries by industry veterans. The company has partnered with Charity: Water to provide clean water to those who need it. In addition to the donation made each time a bottle of wine is sold, further donations are made each time a wine sells out. More »

Not for profit & social cause | Aiming to transform the slums of Rio de Janeiro through large, community-driven murals, the Favela Painting project also incorporates training and employment for local residents. In each of its projects, Favela has focused on recruiting local residents to do much of the painting, including training and paying them. More »

Fashion | FIGS is a California-based tie maker that donates a school uniform to a needy African child for each purchase on its site, allowing those in poverty-stricken areas to attend school where a uniform is necessary. The company sells a wide variety of neckwear—in varieties including Italian silk woven, pure British woolen and fine wool tartan—at prices ranging from USD 105 to USD 140 each. Custom ties are also available. More »

Need some hands-on inspiration? This briefing covers 67 promising 'on trend' innovations, as spotted by our sister company Springwise. Check out innovations number 12 to 28 below:

While globalism is a given, the vast majority of consumers continue to live and work in their local area. So, whether it’s producing goods locally, celebrating an urban area, or providing location-specific services, the potential of these innovations continues to grow:

Food & Beverage | Taking a local approach to candy bars, Nestlé recently launched 19 new Kit Katflavours in Japan that reflect food specialties of specific districts. Each flavor is sold exclusively in the region for which it was created. The Japanese Kit Kat varieties include yubari melon and baked corn from Hokkaido island; strawberry cheesecake from Yokohama; cherries from Yamagata Prefecture; and sweet potato, blueberry and soybean from the Kanto region. More »

Food & Beverage | Oregon-based SoupCycle offers organic soup, made from locally grown produce and delivered each week to subscribers. Consumers who live or work in the company's delivery area order their soup a week in advance. SoupCycle then buys the necessary produce from local farmers and cooks the week’s soup, which is delivered by bicycle over the following days. More »

It’s a long time since we covered CURATED CONSUMPTION, but as consumers are still spoiled for choice (if not overwhelmed), and there is still a growing demand for trusted curators across every B2C sector:

Fashion | Panty by Post is a Canadian venture that offers women's underwear by monthly subscription. The company has an exclusive agreement with Montreal’s Blush Lingerie for its signature and bridal lines. Customers can order panties individually, or they can sign up for subscriptions lasting two, three, six or 12 months. A different panty is then sent every month, with prices ranging from CDN 16 for a single pair to CDN 240 for a year's worth of premium deliveries.More »

Publishing | IndieReader offers a marketplace for independent, self-published books. The books sold on the site are curated by IndieReader to ensure that the cream of the indie “crop" is well-represented. Self-published authors begin by sending their books for vetting, if accepted they then pay an annual fee of USD 149 for their first book, which goes up for sale on IndieReader. When a consumer makes a purchase, IndieReader notifies the author by email and the author ships the book out. IndieReader pays authors 75 percent of the sales of their books at the end of each month, plus the shipping fees paid by buyers.
More »

Consumers will always feel the need for DAILY LUBRICANTS: products that make their lives simpler and easier. Of course, brands will forever be happy to oblige:

Travel & Transport | ANWB, the Dutch motorists association, has launched a mobile store that will tour France this summer. The ANWB's store on wheels will stop at campgrounds across France, selling tourists items they forgot to pack, from toothbrushes and sunblock to its own maps and travel guides. It will be joined by motor care teams who'll check tire pressure, give traffic updates and clean car windows and mirrors. When drivers have finally reached their destination, the ANWB's 'Helping Hands' will pitch tents, fill jerry cans and even dry dishes. More »

Retail | Fragrance retailer Sephora installed a series of machines at various Paris Métro stations dedicated to selling Calvin Klein's CK One scent in a special, portable size. In February 2010, visitors to the Métro's La Défense, Charles de Gaulle-Étoile, Montparnasse and Miromesnil stations could buy a special 15ml size of CK One at an on-site "CK One Pocket Store" by Sephora. More »

Retail | With three stores in Northern Spain, butcher Izarzugaza has installed a vending machine outside its Mundaka shop that sells a variety of meats, sausages, sandwiches and other goods around the clock. Products sold within the machine vary with the season, so summer offerings might include pasta salads while the emphasis is more on meatballs and sausages in the wintertime. More »

Fashion | Belgian OrgaSizer offers an online place to check the sizes and preferences of loved ones and friends. Users of OrgaSizer can then enter all their sizes and preferences for a variety of different types of clothing, deciding what information they'd like to share with others, and exactly whom they'd like to share it with. Users can also create wish lists and request reminders about important gift-giving dates. Ultimately, the idea is that shoppers hoping to purchase a gift can then check the site from wherever they happen to be to see what the recipient wants, and in what sizes or variations. More »

Bikes | German startup MyBikeNumber, launched in December 2009, is a free online service that lets consumers register their bicycle and components, or search for them worldwide. Users register their bike on the MyBikeNumber site using the frame number, and add photos to the profile page to help visually identify their bike. Registered bikes are allocated a unique QR code, which can be printed as a sticker and affixed to the frame. More »

Public Transport | Tube Refund helps consumers get compensated for the 40 or so delays that occur each week on the London Underground. Each time a train is delayed by more than 15 minutes, riders are entitled to a full refund of a single-journey fare. Priced at GBP 0.59, the Tube Refund app can be used to register where and when a delay occurred and how long it lasted. Tube Refund then submits that information to the London Underground website, which generates a refund voucher for the user.More »

Personal Care | New York-based 3floz offers a range of luxury skin and hair care products for men and women, all in travel-friendly sizes of 3 fluid ounces (100 ml) or less. 3floz is also marketing itself as a sample site, catering to consumers who want to try out high-end beauty products without committing to pricey full-sized versions. International shipping is available, including delivery direct to hotels, as well as a same-day courier delivery service within Manhattan. More »

Insurance | AccidentSketch is a free online tool that allows users to graphically document car accidents using a drag and drop template system. Road 'pieces' are added to a grid to create an accurate depiction of the road, before vehicles are placed on the road map. Final details are then added, such as bicycles, pedestrians, traffic signs, lights, arrows and braking marks. The finished sketch can be printed out or downloaded as a PDF file. More »

From customized and personalized goods to obsessing over one's personal online presence, BRAND ME will continue to be a source for innovation for years to come:

Food & Beverage | Progurt is a do-it-yourself yoghurt kit that aims to provide an alternative to store-bought packaged nutraceuticals. The DIY yoghurt maker comes with accessories including refrigeration tubs, electrolyte complexes, prebiotic syrups and probiotic sachets. Each Progurt probiotic sachet contains a formulation of multiple strains of probiotic bacteria of human origin to enhance and strengthen the immune system. A starter pack including one incubator, one tub, prebiotic syrup and a pack of 15 probiotic sachets is priced at AUD 440. More »

Kids | Japan’s Otete & Anyo offers original stamps of babies' hand- and footprints. The engraved prints can be used not only as stamps for papers and letters, but also as lifelong mementos suitable for birthday presents, baby gifts and more. Parents or other gift-givers begin by making an ink print of baby's hands and feet, then emailing those prints to Otete & Anyo, which engraves them in real size.More »

Social Media | Famebook and TweetNotebook both of embellish custom notebooks with select online content: With BookofFame, Facebook users can create a unique notebook featuring a post from their Facebook feed at the bottom of each page. By connecting to Facebook from the BookofFame site, users allow Famebook to access their status updates, which are then used to create a notebook with one timestamped update on the bottom of each page. Users can choose their own cover post and design.
TweetNotebook, meanwhile, features the user's Twitter posts instead. Customers enter their Twitter name on the site, and it automatically populates each page in a blank 320-page notebook with one randomly selected tweet along with its timestamp and URL. More »

Food & Beverage | Canadian RedMoon Custom Pet Food lets its customers design the food they buy for their cats and dogs. RedMoon offers fully customizable dry pet food based on a variety of meats, produce and supplements. Dog owners begin by choosing a base formula and indicating the activity level of their dog. They then select the size of kibble they'd like and then a variety of supplements are available to be added. Cat owners have similar options, starting with a base food made from salmon. More »

Fashion | Shortomatic is a California-based company that invites consumers to upload their own art to create customized swim shorts. Customers indicate their waist size then upload, position and size the art, choose their colors and add text for use on the waistband. Shortomatic's Artist's Program curates designs, which are produced in limited editions of 200, with creators receiving USD 5 for every pair sold. More »

Need some hands-on inspiration? This briefing covers 67 promising 'on trend' innovations, as spotted by our sister company Springwise. Check out innovations number 29 to 42 below:

Consumers crave (relevant, timely) information, and it’s never been easier to satisfy this INFOLUST (with a heavy dose of NOWISM thrown in, too):

Travel & Transport | DailyRoads Voyager is a free application for Android-powered mobile phones that enables continuous video recording from moving vehicles. DailyRoads Voyager is intended to serve as what's essentially a video black box for cars, recording everything but allowing users to keep only what they're really interested in. Whether it's an encounter with unusual wildlife in the road or the sequence of events leading to an accident, the application works in the background to timestamp, geotag and save all videos on the SD card. More »

Funerals | RosettaStone is a palm-sized stone tablet with an embedded microchip and up to six engraved symbols that can be selected to represent key milestones or affiliations in the deceased's life. The RosettaStone can be preinstalled in a new gravestone or added to an existing one to create a technologically enhanced memorial that will allow future site visitors to read the deceased's story from a mobile device. More »

Bars & Restaurants | With two restaurants in New York and London, Australia-based Otarian bills itself as “the first ever low-carbon restaurant chain, using a cradle-to-grave analysis in the carbon footprinting of every menu item.” Almost everything in Otarian's restaurants—from the floor to the tables and chairs—is made from recycled materials. Its “Eco2tarian Labelling” shows the difference in greenhouse gas emissions between its veggie meals and similar dishes containing meat, fish or egg.More »

Navigation | Guatemala-based mapmaking company Where To Go Maps is working towards creating a globalised mapping system that would see their free artistic city maps available to travellers for all major tourist destinations worldwide. The maps present tourists with the best hotels, restaurants, bars, shops, attractions and sightseeing highlights that each city has to offer, as well as illustrating the specific locations of local businesses who advertise on the maps. More »

Social Media | Stickybits lets anyone scan any product barcode and append their own music, text, photos or video content. Users first download the free Stickybits app, then scan a barcode and attach content. When the geo-tagged barcode is scanned again by someone else, they'll see whatever was attached to it along with who else has scanned it along the way. Also available from Stickybits, meanwhile, are downloadable, printable barcodes that can be glued, ironed, printed, tattooed or otherwise stuck onto anything in the real world. Thanks to a partnership with Zazzle, Stickybits also offers birthday cards, business cards, mugs and shirts with unique, content-enabled barcodes printed on them. More »

The ‘crowds’ continue to join forces with increasing potency to create, influence, fund, predict and decide. A few examples of what is now a crowded field:

Automotive | Volkswagen’s App My Ride contest invited designers, programmers, developers and interested users to help develop applications for future in-car infotainment systems. Participants could submit as many apps and ideas as they wanted by the contest's June 30 deadline. In August, the most innovative application will be chosen by the App My Ride community and a jury consisting of Volkswagen managers and external experts. More »

Furniture | Dutch designer Daniel Schipper's 100x100 lamp features a pendant shade made from white or transparent recyclable plastic; other colors are available on demand. Photos of the design are available on Schipper's site, but production won't begin until 100 orders have been received. Then, 100 numbered lamps will be produced and sold for EUR 100 each. More »

Government | Launched in April 2010, the BuitenBeter app allows citizens of Eindhoven to report local issues by iPhone. After spotting something that needs to be fixed, residents can use the app to take a picture, select an appropriate category and send their complaint directly through to the city council. A combination of GPS and maps lets users pinpoint the exact location of the problem, providing city workers with all the information they need to identify and resolve the problem. More »

Not for profit & social cause | Kopernik is a grassroots platform designed to help bring breakthrough technologies to developing nations. Kopernik begins the process by showcasing products from inventors and technology providers. Next, vetted organizations in developing countries submit short proposals explaining how they'd use those products. Finally, 'the crowds' browse proposals and donate funds to those they'd most like to see realized. Once enough money has been raised, Kopernik transfers the funds to the technology provider, who then ships directly to the receiving organization. Updates are posted on Kopernik's website so that contributors can track the effect of their donations. More »

Publishing | Dutch website TenPages has teamed up with three book publishers on a crowdsourced effort to choose material to be published. Aspiring writers can post the first 10 pages or more of their book, which are viewable to the site's prospective shareholders. They can then buy up to 200 shares in any book for EUR 5 each, and the books that sell 2,000 shares over four months get put into production at one of TenPages' partner publishers. Authors get paid EUR 1,000 from the initial funds raised, and are given eight months to write the finished book with the help of a professional editor.More »

Solar Energy | San Francisco-based One Block Off the Grid, or 1BOG, facilitates the group purchase of residential solar installations. 1BOG launches campaigns in various cities, each lasting a few months, during which they negotiate group discounts with carefully selected solar installers and offer local consumers access to the discounted rates via the 1BOG website. Homeowners can enter their address online to view detailed information on costs, leasing options, local rebates and how long the panels will take to pay for themselves. More »

Furniture | London-based Made.com aims to bring original design to the masses by removing middlemen from the process and connecting consumers with furniture makers directly, cutting prices by 50 to 80 percent. Consumers begin by browsing through the items online, with consumer votes determining which items from the site's “Labs” section are put up for sale; when that happens, a timer indicates when orders should be placed. All furniture is made to order in about four weeks and then shipped back to the UK. More »

E-commerce | SyncFu is a free widget that any ecommerce website can install to let deal-seeking consumers team up for volume discounts. Online retailers begin by adding SyncFu to their site and then setting the quantity-price ratio for their relevant products. To join a group buying offer, customers need only click on the “Join Group Buy” or similar button on the seller's website. At the end of the deadline for participation, all participants pay the most recently listed price. Since the deal is done directly in the seller's web shop, there are no intermediaries and the sellers keep all the profits. More »

Fashion | Based in New York, GoTryItOn lets users upload digital snapshots of themselves in various outfits in order to source advice from fellow users. They can decide whether to share the look with the site's whole community or keep it private and share only with friends. Either way, those allowed to see the outfit can then vote for or against it and leave comments for the person in the outfit. More »

Need some hands-on inspiration? This briefing covers 67 promising 'on trend' innovations, as spotted by our sister company Springwise. Check out innovations number 43 to 55 below:

Last year, our Trend Briefing on ECO-BOUNTY featured plenty of eco-cool innovations; it won't come as a surprise that this trend continues to give:

Automotive | Ford has developed technology that helps “coach” drivers on the road to optimize their miles per gallon. MyFord Touch enables drivers to monitor and track their vehicle's real-time fuel economy performance and mile-per-gallon averages for the past five, 10 and 30 minutes. MyFord Touch's map-based navigation system, meanwhile, offers an EcoRoute option that quickly calculates the most fuel efficient route a driver can take to get from point A to point B. The feature will be available globally on the 2012 Ford Focus. More »

Mobile & Telecoms | Orange Power Wellies use the heat in festival-goers' feet to charge their mobile phones. Created by Orange in collaboration with GotWind, Orange Power Wellies target Glastonbury Festival attendees with a power-generating sole that converts heat from the wearer's feet into an electrical current that can be used to charge a mobile phone. More »

Solar Energy | Smart Energy Glass is an innovation from Dutch Peer+ that turns windows into solar energy collectors with a customizable appearance. The windows are available in several colors and can switch between three modes: dark, bright and privacy, which scatters the light passing through. The glass also serves to collect solar energy, which can then be used directly or fed back to the grid.More »

Shipping | The Life Box offers a replacement for the traditional cardboard box that is impregnated with seeds. Within the corrugations of the box are hundreds of tree seeds and thousands of spores of beneficial mycorrhizal fungi. The box can be planted after use and in about two months, tree seedlings will emerge, nurtured by the mycorrhizal fungi. In about two years, the young trees can be planted in the ground where they'll ultimately reside. Those who planted them, meanwhile, can visit the Life Box site and enter their GPS coordinates, making it possible to see the emerging trees and track carbon credits or offsets for generations to come. More »

Furniture | Finnish Powerkiss has developed an approach that imbues everyday furniture with wireless charging capabilities. Powerkiss's technology consists of two parts: a charging transmitter that gets integrated into furniture, and a charging receiver that gets plugged into the electronic device. To charge a phone, users simply attach the small receiver stick to their phone and place it on the surface of the enabled object. More »

We covered TRYVERTISING ages ago, yet with rampant TRANSPARENCY further affecting purchasing decisions, the value of getting products into consumers’ hands and letting them try them out in a relevant setting, at a relevant moment, is more acute than ever:

Marketing & Advertising | Clube Amostra Grátis offers consumers in São Paulo an assortment of new products to take home and try before they become available on the shelves. Consumers register online and pay a yearly fee of BRL 50, which entitles them to visit the store and take home up to five different products each month. Members fill out online surveys about the products they choose. More »

More on status and innovation: STATUS STORIES are now well established as a means for consumers to find their status fix, so the need for true innovation is greater than ever. Some recent spottings:

Fashion | Describing itself as being 'on tour', Munich-based Clemens en August's only offline sales are through temporary outlets, twice a year. Each season, Clemens en August travels to an assortment of fashion-minded cities to sell its current collections in contemporary art galleries for only three days at a time. While it also sells through its online store, Clemens en August maintains a sense of scarcity: the ‘third floor’ of its webshop is reserved for customers who've visited the most recent tour.More »

Home & Garden | Meine Ernte —German for My Harvest—rents out vegetable gardens for a season, and takes care of soil preparation and planting. Once the plants start growing, members come in and spend 1-2 hours a week caring for their plants and harvesting their crops. In advance, Meine Ernte sows and plants over 20 varieties of vegetables, while a section of each plot is left open for gardeners to add varieties of their own choosing and a professional is available onsite once a week to answer any questions the amateur gardeners may have. More »

Travel & Transport | California-based Executive Tours offers a series of what it calls Crack of Noon Tours, designed “for those who don't consider themselves 'morning people'.” Rather, in its guided excursions to Italy and France, the company ensures that it never schedules any activities before noon. Executive Tours explains: “We firmly believe that travel is enjoyed much more when one is rested and relaxed — not herded and rushed. With Crack of Noon Tours, you will never hear the phrase, 'bags out by six AM'.” More »

Bags | Nature Bags aim to benefit the ancient Khmu culture on Laos's steep mountainsides by using wild-growing JungleVine, also known as tropical kudzu, to produce reusable and sustainable organic bags that are compact, lightweight, minimalistic and highly durable. Eight variations on the Nature Bag are available, varying in both style and size—prices begin at USD 15 for a small bag in the Pahk style. Iowa-based Hawkflight has purchased some 10,000 Nature Bags from Khmu families, and is running the operation with the help of a 22 year-old Laotian student. More »

It’s easier than ever for consumers to earn rather than spend, and SELLSUMERS are being aided by a host of innovative new concepts:

Food & Beverage | British high-end chocolate maker and retailer Hotel Chocolat, which currently operates over 40 stores in the UK, the Middle East and the US, is inviting customers to buy bonds that will pay chocolate returns. Two values of Chocolate Bond will be issued: both with the return paid in monthly Tasting Boxes. Holders of a GBP 2,000 Chocolate Bond will receive six free tasting boxes a year worth GBP 107.70 per year, and those holding a GBP 4,000 bond will receive thirteen boxes, worth GBP 233.35 per year. After an initial term of three years, and on every anniversary thereafter, bond holders can redeem their bond for a full return of their investment. More »

E-commerce | Israel-based Fiverr lets anyone sell a service of virtually any type for USD 5. Categories on the site include “Fun & Bizarre” and “Silly Stuff” along with classics such as “Graphics” and “Social Marketing.” For each task sold, the seller receives $4; Fiverr keeps the rest. Both buyers and sellers remain anonymous, while a feedback system enables participant ratings. More »

E-commerce | Field Agent is a free iPhone app that gives users the chance to search for jobs in their geographical area, complete them and get paid. Most listed jobs are in everyday locations where agents live; examples include collecting retail pricing and display information, event images, photos of items for sale and consumer surveys that can be completed anywhere an iPhone can be used. Payments can range from USD 3 to USD 8, depending on the job’s degree of difficulty. More »

Need some hands-on inspiration? This briefing covers 67 promising 'on trend' innovations, as spotted by our sister company Springwise. Check out innovations number 56 to 67 below:

It’s easier than ever for consumers to reveal their purchasing intentions (in exchange for bids and offers from eager suitors). Here are some fresh examples:

E-commerce | Preorder.It is a website based out of Saint Petersburg that allows customers to preorder the latest devices in advance, before official sale starts. Consumers can browse through company press releases or search products by brand or category to locate whatever soon-to-be released device they want, and register their interest with the merchant. Merchants then peruse the unbinding preorders left by customers and send them offers. Preorder.It sends a notification email the moment a device of interest is available for purchase, giving site users early access to online bargains. More »

Travel & Transport | OfferMeaTrip (still in development) aims to provide a service in which consumers dictate what they want from a trip and agents bid for their business. Users of London-based OfferMeaTrip will begin by telling the service what kind of trip they'd like to take and how much they want to spend. The company's network of approved travel agents will then choose to make offers on a corresponding trip, which are presented in personalized online holiday brochures. The consumer in question then chooses the offer that's most appealing to them. More »

As the online world plays an ever-larger role in consumers’ lives, we are seeing more and more 'online' and digital manifestations in the offline world. We featured plenty of examples in our OFF = ON briefing, and they keep coming:

Social Media | UK-based Yourshack offers leasing and house-share services with a focus on community socialization. Yourshack aims to help people in its community find the right property, give them the option to share, and offer the chance to join a vibrant social scene in and around Manchester. The company’s social efforts include a free social membership program for clients, city discounts, a regular events guide and a rapidly growing Facebook group. More »

Financial Services | Kwedit offers a payment service in the United States that enables consumers over the age of 13 to make cash payments for their online purchases at participating offline retail stores. Kwedit issues users with a “Kwedit Score” which measures how reliably they pay when using Kwedit. The company takes a small percentage of each transaction, as do participating retailers, which include 7-Eleven. More »

Fashion | French WTFjeans are designed specifically with gadget fans in mind. iPods, iPhones, USB sticks and more can all be accommodated in the jeans, which feature “Twitter bloo” stitching and microfiber lining for extra gadget protection. Along with the mobile-device compartments, there's a special USB stick pocket on the front of the pants, which are sold in men's sizes. WTF plans to make only 1,000 pairs and it's conducting all its promotion through online social media. More »

Serving well-established demographics, ethnograpics and other 'graphics' (and their well-documented desires) in novel ways is an endless source of innovation. In fact, if your next trend brainstorm fails to produce a few smart new products for kids, lads gays, and so on, then you might as well stop reading now: you will sadly never be a trend innovator ;-) It just doesn’t come easier than this. A few spottings:

Publishing | The Story Book inColor lets kids enjoy a variety of illustrated audio stories without the risks or distractions of an internet connection. With a book-like form factor including fold-back cover, Story Book inColor comes preloaded with 20 built-in stories including both illustrations and narration. More stories for Story Book inColor are also available on AIPTEK's site, including English, Traditional Chinese and Simplified Chinese contents as well as motion formats. More »

Toys | Lucky Duck Toy Box provides a wide assortment of toys for rental aimed at kids aged newborn through five years old. Parents or grandparents simply choose a subscription plan and pick out which toys they'd like to start with. Lucky Duck then delivers those, and a month later customers login once more to choose their next set. More »

Domestic Care | Dutch electronics giant Philips has created a clothes iron for men. The company felt that men wanted a more robust, heavy-duty tool to tackle hampers of laundry, something with a larger grip and a more masculine look. The result is the GC4490, which offers 'more power, more steam, more performance' and is sold in a solid case, retailing for EUR 79,99. More »

Food & Beverage | New York’s Butch Bakery offers cupcakes for men, aiming to be the place where "butch meets buttercream". Butch Bakery's cupcakes are specially crafted confections designed specifically for a man's palate. Varieties include a Rum & Coke version, the ‘Beer Run’, and the ‘Jackhammer’, while designs include woodland camo, wood grain, houndstooth, plaid, checkerboard and marble. More »

Fashion | Manpacks offers Men's undergarments, including socks, T-shirts and underwear, available for delivery every three months. Consumers can choose one of four subscription packages. The JustSocks package, for instance, provides three pairs of socks every three months for USD 7 per shipment, while the MachoPack includes three shirts, three pairs of underwear and three pairs of socks every three months for USD 33 per shipment. More »

Shipping | Indian Mirakle Couriers is a service provider that hires only deaf workers, offering a pickup and delivery service in Mumbai. The company puts a heavy emphasis on the training of employees—right down to the finer points of professional grooming. Its client list includes Johnson Controls, Bain Capital and the Indian Hotels Company, among many others. More »

Publishing | Online publication Equally Wed gives gay, lesbian, bisexual and transgender couples inspiration, ideas and trends for planning their engagements, weddings and honeymoons. Features include articles and photo galleries spotlighting real weddings of GLBT couples, engagement ideas, a Q&A section, and a section on honeymoon destinations. A community forum lets readers interact, while a vetted marketplace features gay-friendly wedding vendors throughout the US. More »

Schumpeter's creative destruction truly is upon us!

To beat you over the head with it one more time: besides making sure you're forever fine-tuning your basics, you also have to continuously innovate, by anticipating emerging consumer trends. This briefing has tried to provide you with examples of brands already practicing what the gurus are preaching.
The both scary and celebratory part? Wherever you live, whatever it is you do, you have absolutely no excuse to be unaware of innovations originating in Australia, in the Netherlands, in the US, in Argentina, in Turkey, in Singapore, in South Africa ... It’s all out there, reported 24/7 by numerous sources dedicated to trends and new business ideas.
So, get into gear and good luck! And once you've joined the 'insanity', be sure to let us or Springwiseknow about your innovative new products and services :-)

Source: www.trendwatching.com. One of the world's leading trend firms, trendwatching.com sends out its free, monthly Trend Briefings to more than 160,000 subscribers worldwide.

11 Crucial Consumer Trends for 2011

2010-12-08T02:47:00.000-03:00

December 2010 | Another new year, another roller coaster of threats and opportunities. We tend to focus on the latter as, amidst currency wars and defaulting nations, there are more opportunities than ever for creative brands and entrepreneurs to deliver on changing consumer needs. From Brazil to Belgium. No rest for the wicked in 2011!

As this is all about trends, and as 'trends' still can mean everything from 'Ageing populations in Central-Europe' to 'Spring 2012's skirt lengths', we need to clarify that:

We’re tracking consumer trends. Not macro trends. Well, actually, we do track those, but don't publish them. So, for 2011's ‘geo-political-environmental macro picture' check out sources such as McKinsey’s Global Institute and Global Trends.
Obviously, trends don't just 'emerge' on 1 January or end on 31 December. Professionals craving Top Eleven lists is something we gladly cater for, but all trends are constantly evolving, and all of the content below is one way or another already happening. Major consumer trends are more like currents than one-time killer waves.
We’re also not saying there are only 11 consumer trends to track in 2011; there are dozens of important consumer trends worth knowing about and applying at any given time of the year. We merely bring you a selection to get going. If you crave more, do check out other trend firms' lists or purchase our Premium service, which includes an exclusive, 100+ slide/page 2011 Trend Report highlighting 60+ trends..
All of the above means that many trends we’ve highlighted over the last years will still be as important next year as the ones we discuss in this briefing. From MATURIALISM to BRAND BUTLERS.
Oh, and none of these trends apply to all consumers.
Last but not least, trend watching is about applying. About innovations. It's hands-on. And about making money. So forget ‘Nice to Know’ or ‘Pie in the Sky’. See the last section of this Trend Briefing for how to apply these trends straightaway.

1. RANDOM ACTS OF KINDNESS

In 2011, expect companies to monitor consumers' public moods and act upon them with random acts of kindness...marketing may never be the same ;-) Read more »

2. URBANOMICS

Are you ready for hundreds of millions of more daring, more experienced consumers? Oh, and that's just one side effect of rapid global urbanization... Read more »

3. PRICING PANDEMONIUM

Flash sales, group buying, GPS-driven deals: in 2011 pricing will never be the same... Read more »

4. MADE FOR CHINA (IF NOT BRIC)

In 2011, expect an increasing number of 'Western' brands to launch new products or even new brands dedicated (if not paying proper respect) to consumers in emerging markets... Read more »

5. ONLINE STATUS SYMBOLS

In 2011, you can’t go wrong supplying your (online-loving) customers with any kind of symbol, virtual or 'real world', that helps them display to peers their online contributions, creations or popularity...Read more »

6. WELLTHY

As good health is now as important to some consumers as having the biggest, newest or shiniest status symbols, growing numbers of consumers will expect health products and services in 2011 to prevent misery (if not improve their quality of life), rather than merely treating illnesses and ailments...Read more »

7. SOCIAL-LITES AND TWINSUMERS

Expect even more consumers to become curators: broadcasting, compiling, commenting, sharing and recommending content, products, purchases, and experiences to both their friends and wider audiences... Read more »

8. EMERGING GENEROSITY

In 2011, brands and wealthy individuals from emerging markets (yes, especially China) will increasingly be expected to give, donate, care and sympathize versus just sell and take. And not just in their home countries, but on a global scale... Read more »

9. PLANNED SPONTANEITY

With lifestyles having become fragmented, with dense urban environments offering consumers any number of instantly available options, and with cell/smartphones having created a generation who have little experience of making (or sticking to) rigid plans, 2011 will see full-on PLANNED SPONTANEITY... Read more »

10. ECO SUPERIOR

When it comes to 'green consumption' in 2011, expect a rise in ECO-SUPERIOR products: products that are not only eco-friendly, but superior to polluting incumbents in every possible way... Read more »

11. OWNER-LESS

2011 could be the year when sharing and renting really tips into mainstream consumer consciousness as big brands and governments put their weight behind this cultural shift... Read more »

When it comes to the mega trend of GENERATION G (that's G for Generosity, not Greed), there’s no better way for a brand in 2011 to put its money where its mouth (or heart) is than engaging in Random Acts of Kindness (R.A.K.). Consumers' cravings for realness, for the human touch, ensure that everything from brands randomly picking up the tab to sending a surprise gift will be one of the most effective ways to connect with (potential) customers in 2011 - especially beleaguered consumers in North America, Europe and Japan.
For brands, a serious (and sincere) R.A.K. strategy may mean no longer being seen as inflexible and unwieldy, but as more compassionate and charismatic instead. Something which is, of course, priceless and actually fun.
Fueling the R.A.K. trend is brands’ ability to actually know what’s happening in consumers’ lives(good or bad!), as people publicly and knowingly disclose (from Facebook to Twitter) more and more about their daily lives, their moods or their whereabouts.

Social networks also enable acts of kindness to spread far beyond its recipients, as they will gladly tell their friends and followers about the unexpected good news (see SOCIAL-LITES). Two fun examples to copy or improve on in 2011:

Flower delivery service Interflora has launched a social media campaign in the UK designed to brighten up the lives of Twitter users by sending them flowers. As part of the campaign, Interflora monitors Twitter looking for users that it believes might need cheering up. Once found, the users are contacted by tweet, and sent a bouquet of flowers as a surprise.
Dutch airline KLM’s ‘How Happiness Spreads’ Foursquare-based campaign employed a ‘Surprise Team’ to give passengers tailored, unexpected gifts at the airport. Throughout November 2010, as soon as someone checked-in at a KLM Foursquare location within its network of airports, the Surprise Team went online to find more background information about the person, decided upon a suitable gift and gave it them before they flew. For instance, one traveler tweeted he would miss a PSV Eindhoven football game while he was in New York. The Surprise Team, accordingly, gave him a Lonely Planet guide book of NYC with all the football bars highlighted in blue.

Urbanization remains one of the absolute mega trends for the coming decade. Here's just one telling stat: “Today, half the world’s population – 3 billion people – lives in urban areas. Close to 180,000 people move into cities daily, adding roughly 60 million new urban dwellers each year.” (Source: Intuit, October 2010)

How will this change the consumer arena in 2011 and beyond? Firstly, urban consumers tend to be more daring, more liberal, more tolerant, more experienced, more prone to trying out new products and services. In emerging markets, these effects tend to be even more pronounced, with new arrivals finding themselves distanced from traditional social and familial structures, while constantly exposed to a wider range of alternatives.

Secondly, keep a close eye out for ‘URBAN ISLANDS’: just 100 cities currently account for 30% of the world's economy, and almost all its innovation. Many are world capitals that have evolved and adapted through centuries of dominance: London, New York, Paris, etc. New York City's economy alone is larger than 46 of sub-Saharan Africa's economies combined. Hong Kong receives more tourists annually than all of India (Source: Foreign Policy, August 2010). However, metropolises such as Shanghai, Sao Paulo and Istanbul are obviously keen to join the top ranks, too.

Catering to city-citizens in these vast urban entities requires a local, dedicated approach in products, services and campaigns that mirror if not surpass the usual country-specific approach.

To cut a long story short: In 2011, go for products, services, experiences or campaigns that tailor to the very specific (and often more refined, more experienced) needs of urbanites worldwide, if not city by city. And don't forget to infuse them with a heavy dose of ‘URBAN PRIDE’. From Smirnoff’sAbsolut Cities to BMW's Megacity vehicle, urban is the way to go.

Note: As URBANOMICS is perhaps one of the biggest yet still underestimated consumer trends of our times, we’ll expand on this trend in our February 2011 Trend Briefing, so if you haven’t done so already, please sign up for our free Trend Briefings >>>

While consumers have always looked out for special offers and discounts, new technologies and services mean that 2011 will see total PRICE PANDEMONIUM:

More consumers are constantly connected, and when they hear about new deals online can quickly and easily spread them through their social networks.
Increasingly, consumers will be part of exclusive networks or groups to either receive special deals or demand them.
Mobile devices increasingly enable consumers to find or receive dynamic deals right at the point of sale, or to compare prices online. Case in point: Amazon.com just released an iPhone app that allows users to compare prices by scanning the product's barcode, photographing it or saying its name.

Always-on connectivity is changing consumer spending habits in myriad ways. For example, coupon clipping required planning and dedication, hence wasn't that popular with consumers more interested in the here and now (see NOWISM), but now is a near-effortless online activity. Furthermore, whipping out one’s smartphone at the counter, getting the latest deal via GPS, or barcode scanning is well, smart. And therefore a source of status rather than shame.

Brands will continue to respond with a host of innovative new business models and pricing strategies in the next 12 months, building on:

Group buying. The two billion consumers now online can exercise their collective buying power, helped by the host of services and social networks that make it easier than ever to organize and act. Keep an eye on 2010's big success story Groupon, which will become even bigger in 2011 (especially when part of Google ;-) or their competitor Living Social. Indeed, group buying sites are springing up everywhere, from GoNabit (that covers Arab markets such as Kuwait and Dubai), to Big Lion (Russia) and Daily Deal (Germany). Or consider these two examples as confirmation that group buying is here to stay: in September 2010, Chinese group buying site Taobao sold 200 Smart cars in 3 1/2 hours, while in October 2010 Walmartused Facebook to run their own group buying offer, which got the 5,000 'likes' needed to make the deal happen within 24 hours.
Member sales. The old 'club' format (think of Costco) has been given a new lease on life online, where niche communities thrive. Making some memberships limited or invitation-only, only increases the perceived exclusivity; SOCIAL-LITE consumers enjoy the social aspects of shopping, while for brands, offering reduced prices privately to small groups confoundsTRANSPARENCY TRIUMPH. Designer fashion brands were some of the first to offer heavily discounted ranges to select groups, via sites such as vente-privee.com, Gilt Groupe andiDeeli but member sales are now expanding to areas such as travel (Jetsetter) and home furnishings (One Kings Lane).
Flash sales. Both groups and member communities frequently use time-limited offers that encourage impulse buys. By limiting the time available, and frequently only making sales available to members, brands are able to shift excess inventory quickly. DellOutlet andThreadless have seen great success with Twitter flash sales, and in November 2010 flash sale site Hautelook integrated its offers into its Facebook page, so that consumers could take up the day's deal without leaving the site. Indeed, with so many daily deals, there are now sites like Yipit and MyNines that aggregate all the deals.
Less of a flash sale and more of a weekend-sale is retailer J. Crew's online factory store. Open every weekend from midday Friday to midnight Sunday (EST), the site offers a limited selection of some of J. Crew's most popular pieces, produced exclusively for the factory, at reduced prices.
Local discounts. With more and more consumers being able to broadcast their location, either publicly via Facebook, Twitter or other dedicated location-based services, brands can offer deals directly to consumers virtually at the point of sale. These can be rewards for performing certain actions (Shopkick and Checkpoints), geo-located promotions (PlaceCast), or just geo-enabled apps such as UK-based Vouchercloud. Indeed, despite the hype around check-in game services such as Foursquare, B2C brands are finding that the best way to incentivize customers is to offer them deals (witness Gap's promotion to launch Facebook Deals).
Dynamic pricing. Traditionally practiced by the airline industry, improvements in real-time information are now allowing other sectors to experiment with innovative dynamic pricing models, such as the US-based Off and Away, which auctions hotel rooms, and Swoopo, the German based 'entertainment shopping' site where every bid placed extends the auction's time period.

In 2011, expect an increasing number of 'Western' brands to launch new products or even new brands dedicated (if not paying proper respect) to consumers in emerging markets. After all, it's where the money is right now, and Western brands are still favored over local ones, so the combination of perceived quality with a bit of local tailoring, love or exclusivity makes total sense*.

* Like all consumers, these Chinese, Indian or Brazilian consumers will appreciate products that are tailored to their needs, wants and desires, either for practical reasons (shape, size, features) or because of the deep-rooted desire for recognition (cultural pride, heritage, lifestyles).
This MADE FOR CHINA (IF NOT BRIC) phenomenon is just one of the many sub-trends spawned by the macro trend of economic and consumption power shifting towards emerging markets. Just to remind you:

China's retail sales, the main gauge of consumer spending, rose 18.7% year on year to USD 183 billion in May 2010, following a 15.2% rise the previous year. (Source: Chinese National Bureau of Statistics, June 2010)
China’s retail sales may outstrip those of the US by reaching USD 5 trillion in 2016. (Source: Chinese People’s Political Consultative Conference, September 2010)
Affluent Chinese consumers prefer foreign brands: 52% of consumers whose annual income exceeds RMB 250,000 (USD 36,765) trust foreign brands more than Chinese ones while just 37% said they prefer the latter. (Source: McKinsey, September 2010)

So who has already jumped on the MADE FOR CHINA band wagon? Check out the following examples:

Levi's dENIZEN Jeans brand, targeting Asians/Chinese consumers with slimmer fits.
Dior's very expensive Shanghai Blue Phone, only available in Shanghai stores.
Hermès’ new Chinese brand, Shang Xia; its luxury stores sell ready-to-wear and decorative arts inspired by Chinese culture.
Chloé’s limited edition Marcie handbag to celebrate their fifth anniversary in China.
BMW’s limited edition, orange metallic M3 Tiger to celebrate the 25th anniversary of its M3 model in China, coinciding with the Chinese lunar calendar (the year of the tiger).
Last but not least, and the inspiration behind the naming of this trend: Apple's Shanghai store employees started wearing red t-shirts with the slogan 'Designed in California, Made for China' written in Mandarin. The message is a play on the words that are found on the back of all iPhones: 'Designed by Apple in California, assembled in China'.

P.S. Brands like Honda (Li Nian), Nissan (Venucia) and GM (Baojun) are busy introducing ‘cheaper’ brands in China, too, as many consumers in emerging markets still do have less to spend than their counterparts in mature consumer markets. And yes, that's yet another 'Emerging Markets' sub-trend. If you really can’t get enough of this topic, do re-read our Trend Briefings on FUNCTIONALL andEXCEPTIONALL.

Online culture still is the culture, and thus we'll see a rise in online status symbols in 2011 (after all,status symbols reflect the zeitgeist like nothing else). What started with showing off the number of visitors to one's Flickr pages or blog now also encompasses the number of one's Facebook friends (or any other social network), Twitter followers, Foursquare check-ins and a host of other metrics that indicate one's 'wiredness'.

In 2011, you can’t go wrong supplying your (online-loving) customers with any kind of symbol, virtual or 'real world' that helps them display to peers their online contributions, interestingness, creations or popularity.
Indeed, one extra element to watch out for in 2011 is new status symbols that straddle the 'real' and 'online' worlds. From physical manifestations of digital status (think personalized Facebook and Twitter memorabilia), to online recognition of physical activities (status updates or badges based on real-world visits), consumers will seek to display their online status symbols in all arenas. Some fun (yet telling) examples:

Twournal enables users of Twitter to transform their tweets and pictures into a real-life published journal. In addition to creating their own 'books', users can also buy and sell publications from other users.
US based CrowdedInk offers an app that allows users to generate mugs filled with pictures of their Facebook friends or Twitter followers. Users only need to enter their username and a preview of the mug is automatically generated in minutes.
Location-based social game Foursquare awards members with badges for performing tasks, including the Supermayor badge (awarded when someone is mayor of 10 different places at once), the Entourage badge (awarded when checking-in with 10 friends), the Gym Rat badge (awarded when someone has checked- in on 10 trips to the gym in 30 days), and even the Last Degree badge (awarded when checking-in at the North Pole ;-).
Nerd Merit Badges are real-life, physical representations of a user's online achievements through Foursquare. The fully embroidered, velcro-backed badges sell for approximately USD 6. And Foursquare's own online store now offers similar real-world buttons.

As good health is now as important to some consumers as having the biggest, newest or shiniest status symbols, growing numbers of consumers will expect health products and services in 2011 to prevent misery if not improve their quality of life, rather than merely treating illnesses and ailments. Some signs of the times:

73% of US consumers consider being physically fit important to being ‘well’, with 74% including ‘feeling good about themselves’. (Source: The Hartman Group, August 2010)
An estimated 500 million people worldwide are expected to be using mobile healthcare applications by 2015. (Source: Reasearch2Guidance, November 2010)
There were nearly 17,000 health apps available in major app stores in November 2010, with 57% of them being aimed at consumers rather than health care professionals. (Source: Reasearch2Guidance, November 2010)
The heaviest use of health or medical related apps is by young adults: about 15% of those aged 18 to 29 have such apps, compared to 8% of users aged 30 to 49. (Source: The Pew Internet Project, October 2010)

In 2011, count on even more monitoring technologies becoming portable or even wearable, as well as getting cheaper (the smartphones held by many consumers are now more advanced than most dedicated medical devices).

Also, both regular and dedicated medical social networks give audiences a platform to share, compare and discuss their personal health issues with other consumers.

Last but not least, the 'consumerization' of health means that more consumers will choose products with embedded health benefits that are actually well designed, desirable, accessible, fun, tasty, interesting or storied. Some examples:

The Strollometer is a device that tracks all aspects of a new mother's strolling routine. On the display screen of the gadget, moms can check their speed, distance traveled, time spent exercising, average and maximum speeds, and the temperature outside. Once the strolling session is over, moms can then enter their data on the Fit4Mum.com website and see their results in terms of calories burned.
Sleep On It is a mobile app that allows users to track their nightly sleeping patterns. The free tool can determine what factors may be affecting their sleep and how much sleep they need each night to feel rested and energized. Sleep On It allows users to track the length and quality of their sleep, as well as time spent snoozing and mood to see how sleep impacts their overall health and quality of life.
Phillips DirectLife is a small, lightweight, wearable monitor that builds up a detailed record of users' daily activities. Users' data is uploaded to their personal DirectLife site, showing how many calories were burned throughout the day. Users track their progress against their personal targets, and have access to an online personal coach. Users can also compare themselves to other members and connect with the online community to encourage them to share tips and stay motivated.
Both Microsoft and Sony have recently released motion-sensing game controllers: the X-BoxKinect and Playstation Move. The systems use cameras (and a controller for the Move) to detect users' movements during gameplay. The controllers were designed not only to heighten the gaming experience but also, much like the Nintendo Wii, to add a physical and healthy dimension to it, with games like EA Sports Active 2 and Get Fit with Mel B.

In 2011, word of mouth and recommendations will be even more dependent on P2P dynamics.
If TWINSUMERS* (consumers with similar consumer patterns, likes and dislikes, and who are hence valuable sources for recommendations on what to buy and experience) are all about improving 'search curation', SOCIAL-LITES are all about discovery, as consumers become curators; actively broadcasting, remixing, compiling, commenting, sharing and recommending content, products, purchases, experiences to both their friends and wider audiences.
* An update on our TWINSUMER trend will find its way to you in Q1 of 2011. That is, if you're signed up to receive our monthly Trend Briefings.

Why would consumers want to become curators? Because many of them are investing time and effort in building BRAND ME, via online profiles that record their opinions and recommendations. And as audiences in knowledge economies value interesting, relevant and useful tidbits, they bestow status on those curators or SOCIAL-LITES who share.

Furthermore, it's never been easier to be a SOCIAL-LITE. Rather than having to call, text or even email people personally, social networks' streams allow users to easily broadcast information to a wide range of people without interrupting or intruding.

So, consumers will talk more about brands in 2011 than ever before, and opportunities for brands that create engaging content that consumers want to share, or that have personalities that actually engage consumers will also be bigger than ever. Making it easy for SOCIAL-LITES to retweet or 'like' this content is of course requirement number one. Examples:

The STRP Art and Technology Festival which ran from 18 - 28 November 2010 in Eindhoven, the Netherlands, employed the use of RFID in museums and galleries that allow guests to rate art via RFID wristbands. Visitors used RFID wristbands and 'dashes' (which represent how much they liked something) to tag art, with the results collated to create a visible "tag cloud," showing the most popular exhibits, and where they were located.
Gogobot is an online travel community with a social lens. Users ask questions about destinations (think 'Where's a fun restaurant in Paris?'), not just to the Gogobot community but also to their Facebook and Twitter networks. Gogobot collates the answers, and includes pictures and links to all of the places mentioned.
Levi's has integrated its online store with Facebook, allowing shoppers to socially interact with friends and create a 'like minded shopping' experience. From the Levi's store, users are able to share products with friends through the Friend Store, 'Like' them or search for 'Top Liked' products within Facebook.
Amazon now enables users to integrate their Facebook and Amazon accounts. The feature allows Amazon to connect through to a user's social network, then base recommendations (think books, DVDs and musicians) upon the information found in his/her Facebook profile.
US based Mombo analyzes Twitter feeds from users all over the world and assigns ratings on movies based on the collective opinion of Twitter users, with each tweet being analyzed by the site's 'sentiment analysis' engine. Users who sign in with Twitter will get movie recommendations based on what they and their friends have tweeted about.
Storify helps its users to curate content that they find on social networking sites. Users cut and paste pieces of content (including pictures and video) from various sources on the web and put it all together in order to communicate their desired message.

Warning: Social customs and behaviors are still evolving. But the connections that consumers establish with one another are personal and therefore valuable (and not all about brands!). And SOCIAL-LITES still operate in a social sphere with intrinsic importance to participants. As such, brands need to tread carefully, treating consumers with respect, and be completely transparent. Get it wrong and you'll find 2011's SOCIAL-LITES can be bitchy as hell ;-)

In 2011, GENERATION G(ENEROSITY) will continue to give. Consider EMERGING GENEROSITY, which is about brands and wealthy individuals from emerging markets (yes, especially China) who will increasingly be expected to give, donate, care and sympathize versus just sell and take. And not just in their home countries, but on a global scale. It's a profound cultural change and a consumer demand that their counterparts in mature markets have had a few years to getting used to. Some fun stats:

86% of global consumers believe that business needs to place at least equal weight on society’s interests as on business’ interests.

78% of Indian, 77% of Chinese and 80% of Brazilian consumers prefer brands that support good causes, compared to 62% of global consumers.

8 in 10 consumers in the India, China, Mexico and Brazil expect brands to donate a portion of their profits to support a good cause. (Source: Edelman, November 2010.)
The number of millionaires in India in 2009 grew 51 percent, to 126,700. (Source: Merrill Lynch, June 2010.)
88-year old Yu Pengnian became China’s first billion dollar philanthropist in April 2010. The Yu Pengnian Foundation today has USD 260 million of bank deposits, and a Hong Kong and Shenzhen property portfolio worth just under USD 1 billion, which is expected to contribute USD 50 million of cash each year to the foundation. (Source: Hurun Rich List, October 2010.)
In September 2010, Bill Gates and Warren Buffett hosted a dinner for China's ultra-rich to promote philanthropy. The event was similar to their efforts to get US billionaires to pledge to give away at least half their wealth, although the two denied that they were recreating the pledge or pressurizing people to give, merely using the event to answer questions and discuss issues around developing a culture of philanthropy. (Source: Washington Post, October 2010.)

In 2011, any brand or individual doing exceptionally well, will be expected to join GENERATION G. Thanks to shifts in power and a relentless TRANSPARENCY TRIUMPH, the ones who don't know how to give will have no excuses left, and nowhere to hide ;-)

Two years ago, we highlighted NOWISM: consumers' lust for instant gratification being fuelled by ever quicker, more accessible real-time products and services.
We also noticed that NOWISM was part of a larger cultural, social and technological trend towards greater spontaneity. With lifestyles having become fragmented, with dense urban environments (URBANOMICS!) offering consumers any number of instantly available options, and with cell /smartphones having created a generation who have little experience of making (or sticking to) rigid plans, 2011 will see full-on PLANNED SPONTANEITY.

Expect to see consumers in 2011 rushing to sign up to services (the PLANNED part) that allow for endless and almost effortless MASS MINGLING with friends, family, colleagues or strangers-who-may-become-friends-or-dates (the SPONTANEITY part ;-)
What's next? Look beyond Twitter, and expect (younger) consumers voluntarily opting in to passively and continuously share their location*, in return for truly smart suggestions about what they could be doing or who they could be meeting up with. Will consumers accept their mobile data being collected, aggregated, analyzed and shared? If the benefits are interesting, fun or life-enhancing enough, then most likely yes.
*According to Jeff Jonas at IBM, mobile devices in the US are creating approximately 600 billion geo-spatially tagged 'transactions' a day (that's every call and text, not just web connected smartphones!)
For consumers, knowing where they are and what's / who's around them is the key to PLANNED SPONTANEITY. That's about to get a whole lot easier, as geo-location becomes a key feature of social networks and web apps (from existing providers adding location information, such asFacebook's Places, Twitter's locator, and Google's Hotpot, to dedicated services like Foursquare,Gowalla and Brightkite). Examples:

Geomium takes data from local review sites like Yelp and Qype, and combines it with social information to not only allow users to both see which of their friends are nearby, but also to find nearby event and venue information and deals.
LikeOurselves lets individuals with shared interests find each other via mobile groups. The service also allows users to quickly create a group and locate members within 20 miles of their location, enabling on the fly meetups.
Fast Society is a New York-based startup that has returned to Twitter's roots, aimed at simplifying communication between friends on-the-go. The service is SMS-based, and groups last between 3 hours and 3 days, increasing the spontaneous nature of the offering.
Unsocial aims to be a facilitator for people to meet others that share the same profession or industry. Unsocial works using a location-based algorithm - by opening the app and logging in a user is able to press the 'People' button, after which the app will display relevant matches nearby.

The number one challenge for governments, consumers and businesses (recession or no recession) in 2011 remains the quest for more environmentally sustainable societies and economies. When it comes to 'green consumption', expect a rise in ECO-SUPERIOR products: products that are not only eco-friendly, but superior to polluting incumbents in every possible way. Think a combination of eco-friendly yet superior functionality, superior design, and/or superior savings.
Why the need for ECO-SUPERIOR? The number of consumers actively seeking out 'green' products is reaching a plateau, as mainstream consumers start to question the value and efficiency of going green:

While 40% of consumers say they are willing to purchase green products, only 4% of consumers actually do when given the choice. (Source: Journal of Marketing, September 2010)
58% of global consumers think that environmentally friendly products are too expensive, while 33% of global consumers think that environmentally friendly products don't work as well. (Source: GfK Roper, September 2010)
While the volume of green products available to US consumers increased by 73% between 2009 and 2010, only 5% of products were not found to include some 'greenwashing' claims. (Source: Terrachoice, October 2010)

Expect to see a number of leading brands in 2011 switch from purely marketing their products' sustainability and eco-friendliness (with its niche reach) and taking aim right at the heart of traditional alternatives: stressing the superior quality and design, increased durability and/or lower running costs of products in ways that will appeal to even the most eco-skeptic, self-centered or financially-challenged consumer.

ECO-SUPERIOR examples? How about the Ovopur, a well-designed natural and environmentally friendly water purification device, or the Stealth Toilet, which contains a flushing system that only uses 0.8 gallons of water per flush - saving the average family approximately 20,000 gallons of water each year, or the Renault DeZir; a 'green' concept supercar that travels from 0-60 in five seconds, or Philips' 12-watt EnduraLED bulb...
Meanwhile, our ECO-EASY trend, which we highlighted in our 10 trends for 2010, is still going strong. This is what we said a year ago:

"While the current good intentions of corporations and consumers are helpful, serious eco-results will depend on making products and processes more sustainable without consumers even noticing it, and, if necessary, not leaving much room for consumers and companies to opt for less sustainable alternatives to begin with. Which will often mean forceful, if not painful, government intervention, or some serious corporate guts, or brilliantly smart design and thinking, if not all of those combined. Think anything from thoroughly green buildings, to a complete ban on plastic bags and bottles, to super-strict bluefin tuna quota — anything that by default leaves no choice, no room for complacency, and thus makes it 'easy' for consumers (and corporations) to do the right and necessary thing".

Here's just one ECO-EASY example that recently caught our eye:

In September 2010, Italy's famous Cinque Terre national park announced that the use of plastic water bottles by tourists and visitors was forbidden in an attempt to preserve the coastline from pollution and litter. Instead, visitors will be able to purchase reusable metal flasks which they will be able to fill up with still or sparkling water from public fountains.

We covered the re-emergence of fractional ownership and lifestyle leasing business models (no more dodgy timeshares!) in our TRANSUMERS briefing way back in 2006. Brands like Rent the Runway(fashion) and Avelle (handbags - formerly Bag, Borrow or Steal) and P1(luxury cars) have shown that for many consumers, access is better than ownership. Indeed, over the past few years, there have been few industries that haven't got the 'Netflix treatment', from textbooks to jewelry to educational video games to calculators.
For consumers, the appeal is obvious:

Traditional ownership implies a certain level of responsibility, cost and commitment. Consumers looking for convenience and collecting as many experience as possible want none of these things.
Fractional ownership and leasing lifestyle businesses offer the possibility of perpetual upgrades to the latest and greatest, the ability to maximize the number and variety of experiences, and allow consumers to access otherwise out-of-reach luxuries.
Owning bulky, irregularly used items is both expensive and unsustainable, especially in dense urban environments where space is at a premium. With more consumers having mobile access to online systems, it becomes easier to book items whenever and wherever they are needed (see PLANNED SPONTANEITY).

Now, 2011 could be the year when sharing and renting really tips into mainstream consumer consciousness. Two key developments:

In 2011, expect to see more and more big brands getting in on the action. Take for example car sharing, one of the great successes of the OWNER-LESS trend, with car clubs springing up all around the world: Zipcar is the market leader, but similar services can be found everywhere from Australia (GoGet) to Brazil (Zazcar). Big brands, having seen the success of these smaller startups are increasingly getting in on the action: Hertz launched their car sharing service Connect back in December 2008, and now Daimler has added Hamburg andAustin, Texas following the successful pilot of their car2go pilot in Ulm (Germany). In July 2010, Peugeot launched its Mu 'mobility' service in the UK after successful launches in France, Germany, Italy and Spain. Customers can rent cars, scooters, vans or even bicycles.
Local authorities are finding that shared solutions allow them to expand their services at a lower cost, and in a sustainable manner. Public bike programs have been the global hit of 2010, with schemes launching in Minnesota, London, Mexico City, and across the Ruhr in Germany. Now, governments are exploring new forms of transportation, with Paris (who pioneered bike sharing) launching Autolib, an electric car sharing scheme in September 2011, and the New York City Department of Transportation announcing in October 2010 that they had partnered with Zipcar.

Another big boost for the OWNER-LESS economy is that with so many highly visible transportation initiatives, all consumers are becoming used to seeing schemes in action, and more and more are feeling comfortable with the idea of sharing and renting large, expensive or often-idle objects.

P.S. The brief introduction above only looks at brand/ government offerings. There is also a whole host of P2P sharing sites that are springing up to facilitate renting and sharing between consumers, with everything from homes to fashion, to cars (and car parking spaces) available. Watch this space (Q1 of 2011) for a full Trend Briefing on the rise of OWNER-LESS.

For many of you, this Trend Briefing is probably enough to keep you going for a couple of months when looking into and working with consumer trends. And yet, the above is just a snapshot of what we track.

So, if you need access to all the trends we’re tracking for 2011 and beyond, including fully indexed and searchable trend examples from around the world, then please check out our Premium Membership service.

It includes password-protected access to a full, 100+ slide/page 2011 Trend Report and to our ever-growing Trend Database which now contains 4,000+ examples. Premium clients also receive monthly updates and bonus content until November 2011.

You’ll find yourself in good (yet pretty competitive) company: Leading B2C brands and agencies (see the sample above), from Google to Virgin to Saatchi & Saatchi, are already working with our Premium content. Many ambitious small firms have purchased too, as we’ve kept things pretty affordable.More info here »

For loyal readers, this is by now old news: the four ways to apply these consumer trends, and make some money from the innovations they spawn. Just ask yourself if they have the potential to (and if so, how):

Influence or shape your company's vision.
Inspire you to come up with a new business concept, an entirely new venture, a new brand.
Add a new product, service or experience for a certain customer segment.
Speak the language of those consumers already 'living' a trend.

For more tips on how to spot and apply trends, see our TIPS section. Easy peasy, no? Have fun in 2011!

Source: www.trendwatching.com. One of the world's leading trend firms, trendwatching.com sends out its free, monthly Trend Briefings to more than 160,000 subscribers worldwide.

Análisis Porter o cinco fuerzas de porter Porter's 5 Forces

2010-12-08T02:37:00.001-03:00

El análisis de Porter o de las cinco fuerzas de porter comprende el preguntarse los riesgos que existen para mi empresa, proyecto, emprendimiento o lo que sea, hasta se podría aplicar a la vida.

Se analizan cinco aspectos principales, que son los que le dan el nombre, los cuales son:

Poder de Negociación de los proveedores
Poder de Negociación de los consumidores
Amenaza de productos Sustitutos
Amenaza de Nuevos Competidores
Rivalidad entre los competidores de la industria

(F1) Poder de negociación de los Compradores o Clientes

Concentración de compradores respecto a la concentración de compañías.
Grado de dependencia de los canales de distribución.
Posibilidad de negociación, especialmente en industrias con muchos costes fijos.
Volumen comprador.
Costes o facilidades del cliente de cambiar de empresa.
Disponibilidad de información para el comprador.
Capacidad de integrarse hacia atrás.
Existencia de sustitutivos.
Sensibilidad del comprador al precio.
Ventaja diferencial (exclusividad) del producto.
Análisis RFM del cliente (Compra Recientemente, Frecuentemente, Margen de Ingresos que deja).

[editar](F2) Poder de negociación de los Proveedores o Vendedores

El “poder de negociación” se refiere a una amenaza impuesta sobre la industria por parte de los proveedores, a causa del poder de que éstos disponen ya sea por su grado de concentración, por la especificidad de los insumos que proveen, por el impacto de estos insumos en el costo de la industria, etc. Por ejemplo: las empresas extractoras de petróleo operan en un sector muy rentable porque tienen un alto poder de negociacióncon los clientes. De la misma manera, una empresa farmacéutica con la exclusiva de un medicamento tiene un poder de negociación muy alto. La capacidad de negociar con los proveedores, se considera generalmente alta por ejemplo en cadenas de supermercados, que pueden optar por una gran cantidad de proveedores, en su mayoría indiferenciados. Algunos factores asociados a la segunda fuerza son:

Facilidades o costes para el cambio de proveedor.
Grado de diferenciación de los productos del proveedor.
Presencia de productos sustitutivos.
Concentración de los proveedores.
Solidaridad de los empleados (ejemplo: sindicatos).
Amenaza de integración vertical hacia adelante de los proveedores.
Amenaza de integración vertical hacia atrás de los competidores.
Coste de los productos del proveedor en relación con el coste del producto final.*

[editar](F3) Amenaza de nuevos entrantes

Mientras que es muy sencillo montar un pequeño negocio, la cantidad de recursos necesarios para organizar una industria aeroespacial es altísima. En dicho mercado, por ejemplo, operan muy pocos competidores, y es poco probable la entrada de nuevos actores. Algunos factores que definen ésta fuerza son:

Existencia de barreras de entrada.
Economías de escala.
Diferencias de producto en propiedad.
Valor de la marca.
Costes de cambio.
Requerimientos de capital.
Acceso a la distribución.
Ventajas absolutas en coste.
Ventajas en la curva de aprendizaje.
Represalias esperadas.
Acceso a canales de distribución.
Mejoras en la tecnología.

[editar](F4) Amenaza de productos sustitutivos

Como en el caso citado en la primera fuerza, las patentes farmacéuticas o tecnologías muy difíciles de copiar, permiten fijar los precios en solitario y suponen normalmente una muy alta rentabilidad. Por otro lado, mercados en los que existen muchos productos iguales o similares, suponen por lo general baja rentabilidad. Podemos citar entre otros, los siguientes factores:

Propensión del comprador a sustituir.
Precios relativos de los productos sustitutos.
Coste o facilidad de cambio del comprador.
Nivel percibido de diferenciación de producto.
Disponibilidad de sustitutos cercanos.

[editar](F5) Rivalidad entre los competidores

Más que una fuerza, la rivalidad entre los competidores viene a ser el resultado de las cuatro anteriores. La rivalidad entre los competidores define la rentabilidad de un sector: cuanto menos competido se encuentre un sector, normalmente será más rentable y viceversa.

La forma de presentarlo no importa. Puede ser redactado, mostrado en una matriz, gráficamente o como se quiera mostrar, pero lo importante es que debe reflejar la realidad y no debe expresar lo que uno quiere pensar.

A mi juicio uno debe ser lo más duro posible con tal de encontrar la solución a todos los problemas que se presenten o que pudieran presentarse.

Ejemplo (Simple):

Soy fabricante de ropa deportiva para ciertas marcas en China:

Poder de Negociación de los proveedores

El poder de negociación de los proveedores es bajo, ya que no me es complicado encontrar a los proveedores de los insumos que requiero para poder crear mi producto.

Poder de Negociación de los clientes

Alto, debido a que son pocas las marcas y que tienen contrato conmigo, representa un evidente riesgo para la empresa el hecho de que se caiga algún contrato, por lo que habrá que tomar las medidas de resguardo pertinentes.

Amenaza de Nuevos Competidores

Son pocas las barreras de entrada que tiene la industria, salvo los contratos que ya se tienen con las marcas, por lo que prácticamente hay una libre entrada y salida de competidores, en la que sólo los más eficientes se ganan el derecho a ser proveedores de las marcas con las que se tiene contrato.

Amenaza de Productos Sustitutos

La ropa genérciamente no tiene productos sustitutos, sin embargo un producto sustituto para la ropa deportiva es cualquier variante que se le haga a lo que ya existe o cualquier innovación en cuanto a telas y accesorios.

Rivalidad entre los competidores

Existe una fuerte rivalidad entre competidores, dada la misma facilidad de entrada y salida de éstos, más aún cuando se trata de adjudicarse un contrato con una gran marca de ropa deportiva.

English by Google Translator

The analysis of Porter or Porter's five forces include the question that there are risks to my company, project, venture or whatever, one could apply to life.
It discusses five key areas, which are what give the name, which are:

Bargaining power of suppliers
Bargaining power of consumers
Threat of Substitute Products
Threat of New Competitors
Rivalry among industry competitors

(F1) Bargaining power of buyers or customersConcentration of buyers regarding the concentration of companies.Dependence of distribution channels.Possibility of bargaining, especially in industries with many fixed costs.Volume buyer.Costs or customer facilities to change company.Availability of information to the buyer.Ability to integrate backward.Availability of substitutes.Buyer price sensitivity.Differential advantage (exclusivity) of the product.Customer RFM (recently, often leaving Income Margin).[Edit] (F2) Bargaining Power of Suppliers or VendorsThe "bargaining power" refers to a threat imposed on industry by suppliers, because of the power that they have either their concentration, by specificity of inputs supplied by the impact ofthese inputs in the cost of the industry, etc. For example, oil extraction companies operating in a very cost effective because they are high power negociacióncon customers. Similarly, a pharmaceutical company with the sole of a drug has a high bargaining power. The ability to negotiate with suppliers, is generally considered high for example in supermarkets, they can opt for a large number of suppliers, mostly undifferentiated. Some factors associated with the second force are:Facilities or costs for switching.Degree of differentiation of the supplier's products.Presence of substitutes.Concentration of suppliers.Solidarity employees (eg trade unions).Threat of forward vertical integration of suppliers.Threat of backward vertical integration of competitors.Cost of the supplier's products in relation to the cost of the final product .*[Edit] (F3) Threat of new entrantsWhile it is very easy to set up a small business, the amount of resources needed to organize an aerospace industry is very high.In this market, for example, operate very few competitors, and it is unlikely the entry of new players. Some factors that define this force are:Existence of barriers to entry.Economies of scale.Proprietary product differences.Brand value.Switching costs.Capital requirements.Access to distribution.Absolute advantages in cost.Advantages in the learning curve.Expected retaliation.Access to distribution channels.Improvements in technology.

(F4) Threat of substitutes

As in the case referred to in the first force, drug or technology patents very difficult to copy, let alone fix prices and usually involve a very high profitability. On the other hand, markets in which there are many identical or similar products, generally involve low profitability. We can cite among others, the following factors:Buyer propensity to substitute.Relative prices of substitutes.Cost or ease of changing the buyer.Perceived level of product differentiation.Availability of close substitutes.[Edit] (F5) Rivalry among competitorsMore than a force, rivalry among competitors is to be the result of the previous four. The rivalry among competitors define the profitability of the sector: the less competitive is a sector, it is usually more profitable and vice versa.
The form of presentation does not matter. Can be written, displayed in a matrix, graphically or whatever you want to show, but the important thing is that it should reflect reality and should not express what one wants to think.
I believe one must be as hard as possible to that of finding the solution to all problems that arise or may arise.
Example (Simple)I am manufacturer of sportswear for certain brands in China:

Bargaining power of suppliers

The bargaining power of suppliers is low, since I am not difficult to find suppliers of inputs I require to create my product.

Bargaining power of customers

High because there are few brands that have a contract with me, represents a clear risk to the company that falls a contract, so you have to take appropriate safeguard measures.

Threat of New Competitors

There are few barriers to entry that has the industry, except for contracts already have with brands, so practically there is free entry and exit of competitors, in which only the most efficient earn the right to be providers brands with which it contracts.Threat of Substitutes
Genérciamente clothing has no substitutes, however a substitute for sportswear is any variation to be made to what already exists or innovation in terms of fabrics and accessories.

Rivalry among competitors

There is a strong rivalry among competitors, given the same ease of entry and exit of these, especially when it is awarded a contract with a major sportswear brand.

Investor FAQS / Preguntas Frecuentes de un Financista

2010-12-08T01:28:00.000-03:00

Hoy me encontré con un listado de preguntas que redacté antes de presentar a una incubadora de negocios y efectivamente nos preguntaron muchas de ellas, por lo que es conveniente que lo tengan presente a la hora de presentar ya sea ante una incubadora o inversionista. Las preguntas se repiten.

La idea sería responderlas en la medida que realizan su presentación y si es muy poco el tiempo que tienen para ello, dejen después diapositivas listas para cuando les hagan esas preguntas:

¿En qué consiste el emprendimiento/proyecto?
¿Cómo funciona?
¿Cómo será el canal de distribución?
¿A qué precios pretenden venderlo?
¿Quién es el demandante del producto/servicio?
¿Tienen un prototipo funcionando?
¿Cuánto renta o esperan que rente?
Suponiendo que existe algo similar... ¿En qué se diferencia éste producto o servicio?
¿Se puede patentar tu producto o servicio?
¿Como se protegen de la entrada de potenciales competidores?
¿Tienen un plan de negocios diseñado?
¿Cuánto han invertido hasta ahora?
¿Qué personas necesitan para poder desarrollar el emprendimiento?
¿Por qué han pensado en la incubadora o financista con el que están hablando?
¿Cuánto dinero necesitan?
¿Donde pretenden tener las oficinas?
¿Qué esperan del financista?
¿Cómo se protegen ante las barreras de entrada de los actuales competidores?
¿Tienen estudios acabados de la competencia?
¿Tiene algún obstáculo ambiental o legal el emprendimiento?
¿Manejan a cabalidad la tecnología?
¿Cuánto tiempo llevan en esto?
¿Quienes son los que están participando en el proyecto y cual es su compromiso, o que porcentaje de su tiempo pueden dedicarle al proyecto?
¿Cuales son los insumos que necesitan?
¿Cómo garantizan un buen funcionamiento de su producto o servicio?

En definitiva lo básico es hacer un análisis de Porter (Lo escribiré independientemente en la próxima entrada) Y un análisis PESTA, para poder definir los aspectos del macro y micro entorno.

También sería bueno definir la misión, visión, objetivos y metas del emprendimiento o proyecto. En una entrada anterior hablé de la misión y visión a grandes rasgos. Posiblemente lo repita.

English (By Google Translate)

Today I found a list of questions that I wrote before presenting a business incubator and indeed many of them asked us, so it should keep in mind when submitting either to an incubator or investor.The questions are repeated.
The idea is to answer them in as they make their presentation and if very little time they have to do this, then let them slide when ready to make these questions:
What is the enterprise / project?How it worksHow will the distribution channel?What price are intended to sell it?Who is the plaintiff's product / service?Do you have a working prototype?How much income or hope to rent?Assuming that there is something similar ... What differentiates this product or service?Can you patent your product or service?How do you protect against the entry of potential competitors?Do you have a business plan designed?How much have you invested so far?What people need to develop the venture?Why have you thought of the incubator or financier with whom they are talking about?How much money do you need?Where can claim to have offices?What do you expect the financier?How do you protect against the entry barriers of the current competitors?Do studies completed from the competition?Are there any environmental or legal obstacle entrepreneurship?Do they handle the technology fully?How long have you on this?Who are those who are participating in the project and what is their commitment, or what percentage of your time can devote to the project?What are the inputs they need?How do you ensure the smooth operation of your product or service?

In short the basic is an analysis of Porter (I will write independently in the next post) and a PEST analysis, in order to define the macro and micro aspects of the environment.It would be good to define the mission, vision, objectives and goals of the enterprise or project. In a previous post I talked about the mission and vision in broad strokes. Possibly repeat it.

Copiar también es Innovar

2010-11-28T21:27:00.000-03:00

Si estás pensando en emprender y crees que necesitas inventar la rueda para que tu proyecto sea llamado "innovador", te equivocas. Innovar según la RAE que es la institución que controla la forma en que nos comunicamos y por ende lo que hacemos y lo que somos, define innovar como Mudar o alterar algo, introduciendo novedades. Por lo tanto si copias algo de otro país y que en tu entorno no se hace claramente estás introduciendo novedades.

Lo mismo pasa al integrar procesos, sistemas o productos con tal de generar algo nuevo.

Si no lo crees porque lo digo yo, te comento que he estado en diferentes charlas donde se dice lo mismo, por lo tanto:

¡Si tienes una idea no te calientes la cabeza y hazlo!

Ahora viene la segunda parte que es el miedo a que te copien, ¿Cierto?. Por lo tanto no le quieres decir a nadie o sólo le quieres decir a las personas en que confías.

Una vez que hagas tu innovación todos la conocerán y al darse cuenta que te estás haciendo rico muchos te copiarán, y que no te quepa la menor duda de eso sucederá, y es parte de lo que explica la teoría microeconómica.

Así que da lo mismo que lo comentes o no, y según dice Jack Welch, debes andar más rápido que el resto, sino estás en problemas.

Si confías en tus capacidades a cabalidad no tengas miedo de comentar tu innovación e invita a gente que pueda ayudarte a participar, porque es difícil que una sola persona pueda llegar a la cima del Everest. Si confías en ti también debería darte igual o no, porque eres una máquina de generar ideas ¿Cierto?.. Si no lo eres, compleméntate con alguien que lo sea y se acabó el problema.

También me comentaron que no se puede emprender si uno no dispone del 100% del tiempo, pero tampoco es cierto. Si fuera así nadie sería emprendedor, y si fuera realmente así, tampoco habría mucha necesidad de buscar socios, porque tendrías todo el tiempo del mundo para aprender, investigar y desarrollar lo que te falta y lo que necesitas.

Si no te interesa esto y lo leíste te pido disculpas. Y también es válido estar en otros cuadrantes del flujo de dinero como dice Robert Kiyosaki en su libro Padre Rico, Padre Pobre.

Para finalizar te digo que la Innovación puede venir desde el producto o proceso (Pequeña t, o desde el modelo de negocios, la gran T). Se dice que quien innova en el modelo del negocios es quien obtiene los mayores beneficios. Obviamente hay un riesgo asociado.

Owning Emerging Markets The Smart Way

2010-11-28T12:01:00.001-03:00

Yum Brands is the quintessential American fast-food company, operating chains like Kentucky Fried Chicken, Pizza Hut and Taco Bell. It's also a great emerging markets play. The Chinese love KFC--breakfast with the Colonel is a huge hit in Beijing. Pretax profits from the Louisville, Ky. firm's Chinese operations exceeded those of the U.S. parent by 18% in the first nine months of this year. Yum's Chinese profits are growing 30% annually. Restaurant margins hover around 24%, compared with 14.5% at home. China, in fact, is the engine that's driven up Yum's stock 44% this year.

Forget about buying shares in emerging markets companies and rolling the dice on their murky accounting and governance standards. Instead, consider tapping into the wealth being created abroad via big U.S. stocks like Yum (market cap: $24 billion), 3M ( MMM - news - people ) ($62 billion) andCummins ( CMI - news - people ) ($19 billion).

At Cummins, international sales through September rose to 64% of the total, up ten points in a year. It's seeing demand for mining gear and power plants in China, India and Brazil. President Thomas Linebarger noted on a recent analyst call that Cummins' sales to China and Brazil each rose more than 70% in the third quarter, leading it to predict a 100% increase in earnings before interest and taxes to $1.6 billion."It's a valid strategy and one we emphasize," says UBS ( UBS -news - people ) strategist Thomas Doerflinger.

Sales to Asia and Latin America have also surged at 3M to one-third of its 2010 total from 16% a dozen years ago. Sales in China have more than tripled since 2003 to $1.4 billion, and 3M expects them to hit $3.1 billion by 2014, driven by demand for auto and mobile phone parts and abrasives. The company has exceeded analyst estimates for four consecutive quarters.

"Emerging markets exposure is one of the main factors that is helping them beat their numbers," says Doerflinger.

For the Standard & Poor's 500 itself, emerging markets now account for 13% of earnings. (Europe adds another 17%.) Revenues at 28 of the largest S&P 500 multinationals rose at a 14% annual rate outside of North America in the six years through 2008, UBS estimates, versus 6.2% in North America.

Semiconductors are a leading U.S. export, but that can be misleading since chips often return home in cellphones and other gadgets. Qualcomm ( QCOM - news - people ), for example, reports 94% of its sales are foreign; at Advanced Micro Devices ( AMD - news - people ) it's 87%.

"Semiconductor companies are shipping product to Asia, but it's going into a box and coming back," Doerflinger says.

In contrast, products of the basic-materials, industrial and technology companies in the table below are mostly consumed abroad. Corning ( GLW - news - people ) glass for liquid crystal displays increasingly goes into TVs in India and China. At 9.4 times next year's estimated earnings, Corning is cheaper than rivals like Sony ( SNE - news - people ) (18 times) and Panasonic (16 times).

Tyco Electronics ( TEL - news - people ) also reported 43% growth in Asian sales and 21% in Europe, the Middle East and Africa in the nine months through June, as sales in the U.S. fell. Even Google ( GOOG - news - people ) is increasingly international. Its U.S. revenue grew 5.2% to $11.2 billion last year, versus a 17% gain to $9.5 billion abroad (excluding the U.K.). Expect much more of the same as a new generation of consumers in places like Indonesia and Vietnam uses its smartphones to Google the nearest KFC for breakfast.

AMERICANS ABROAD
WANT TO CASH IN ON RAPID ECONOMIC GROWTH OVERSEAS? THESE HOMEGROWN COMPANIES OFFER PLENTY OF FOREIGN EXPOSURE, PLUS THE PROTECTION OF U.S. STOCK LISTINGS.

		SALES*
COMPANY	RECENT PRICE	TOTAL ($BIL)	INTERNATIONAL AS % OF TOTAL
AMAZON.COM	$168.47	$24.5	48%
COCA-COLA	61.95	31.0	74
CORNING	18.59	5.4	76
CUMMINS	91.47	10.8	52
GOOGLE	620.18	23.7	53
3M	85.30	23.1	63
YUM BRANDS	50.84	10.8	59

PRICES AS OF NOV. 3. *LATEST FISCAL YEAR-END. SOURCE: INTERACTIVE DATA AND THOMSON REUTERS FUNDAMENTALS VIA FACTSET RESEARCH SYSTEMS.

ESPAÑOL

Yum Brands es la empresa estadounidense por excelencia de la comida rápida, que opera cadenas como Kentucky Fried Chicken, Pizza Hut y Taco Bell. También es una gran mercados emergentes desempeñan. El amor de China KFC - el desayuno con el coronel es un gran éxito en Beijing. beneficios antes de impuestos de las operaciones de la empresa china de Louisville, Kentucky eran superiores a las de la matriz de EE.UU. en un 18% en los nueve primeros meses de este año. beneficios chino de Yum están creciendo 30% anual. Restaurante márgenes oscilan alrededor de 24%, en comparación con el 14,5% en el hogar. China, de hecho, es el motor que es impulsado por acciones de Yum 44% este año.
Olvídate de comprar acciones de empresas de mercados emergentes y rodar los dados en su contabilidad turbia y normas de gobierno. En su lugar, considere la posibilidad aprovechando la riqueza se crea en el extranjero a través de grandes poblaciones de EE.UU. como Yum (capitalización de mercado: $ 24 millones de dólares), 3M (MMM - news - people) ($ 62,000,000,000) andCummins (CMI - news - people) ($ 19 millones).

En Cummins, las ventas internacionales a través de septiembre subió a 64% del total, hasta diez puntos en un año. Es ver la demanda de equipo de minería y plantas de energía en China, India y Brasil. El presidente Thomas Linebarger señaló en una conferencia con analistas recientes que las ventas de Cummins en China y el Brasil aumentó más del 70% en el tercer trimestre, lo que lleva a predecir un aumento del 100% en las ganancias antes de intereses e impuestos de $ 1.6 mil millones. "Es una válida estrategia y hacemos hincapié en uno ", dice el UBS (UBS-news - people) estratega Thomas Doerflinger.
Las ventas a Asia y América Latina también han aumentado en 3M a un tercio de su total de 2010 entre el 16% de hace una docena de años. Las ventas en China se han más que triplicado desde el 2003 a $ 1.4 millones de dólares, y 3M espera que golpeó 3,1 mil millones dólares en 2014, impulsado por la demanda de partes de automóviles y teléfonos móviles y abrasivos. La compañía ha superado los estimados de los analistas durante cuatro trimestres consecutivos.
"La exposición a los mercados emergentes es uno de los principales factores que los está ayudando a vencer a sus números", dice Doerflinger.

Para el índice Standard & Poor's 500 en sí, los mercados emergentes ya representan el 13% de los ingresos. (Europa añade otro 17%.) Ingresos a 28 de los mayores de S & P 500 multinacionales aumentó a una tasa anual del 14% fuera de Norteamérica en los seis años hasta el 2008, las estimaciones de UBS, frente al 6,2% en América del Norte.
Los semiconductores son uno de los principales de exportación de EE.UU., pero que puede inducir a error puesto que los chips a menudo regresan a casa en teléfonos móviles y otros gadgets.Qualcomm (QCOM - news - people), por ejemplo, los informes del 94% de sus ventas son extranjeros, de Advanced Micro Devices (AMD - news - people) es del 87%.
"Las compañías de semiconductores son el envío de productos a Asia, pero va en una caja y volver", dice Doerflinger.
Por el contrario, los productos de la base de materiales, las empresas industriales y la tecnología en la tabla de abajo son en su mayoría consumidos en el extranjero. Corning (GLW - news - people) de vidrio para pantallas de cristal líquido cada vez más entra en los televisores en la India y China. En 9,4 veces las ganancias estimadas del año próximo, Corning es más barato que sus rivales como Sony (SNE - news - people) (18 veces) y Panasonic (16 veces).
Tyco Electronics (TEL - news - people) también registró 43% de crecimiento en las ventas de Asia y 21% en Europa, Oriente Medio y África en los nueve meses hasta junio, las ventas en los EE.UU. cayó. Incluso Google (GOOG - noticias - personas) es cada vez más internacional. Sus ingresos EE.UU. creció un 5,2% a US $ 11,2 millones el año pasado, frente a una ganancia de 17% a 9,5 mil millones dólares en el extranjero (excepto Reino Unido). Esperar mucho más de lo mismo como una nueva generación de consumidores en lugares como Indonesia y Vietnam utiliza sus teléfonos inteligentes a Google más cercano de KFC para el desayuno.
Estadounidenses en el extranjero QUIERE EN EFECTIVO EN rápido crecimiento económico en el extranjero? ESTAS EMPRESAS HOMEGROWN ofrecen gran cantidad de exposición en el extranjero, además de la protección de EE.UU. LISTA DE VALORES.

SALES*

COMPANY RECENT
PRICE TOTAL
($BIL) INTERNATIONAL
AS % OF TOTAL

AMAZON.COM $168.47 $24.5 48%

COCA-COLA 61.95 31.0 74

CORNING 18.59 5.4 76

CUMMINS 91.47 10.8 52

GOOGLE 620.18 23.7 53

3M 85.30 23.1 63

YUM BRANDS 50.84 10.8 59

PRICES AS OF NOV. 3. *LATEST FISCAL YEAR-END. SOURCE: INTERACTIVE DATA AND THOMSON REUTERS FUNDAMENTALS VIA FACTSET RESEARCH SYSTEMS.

Traducido por Google Docs

How To Give Like Mark Zuckerberg

2010-11-28T11:49:00.001-03:00

In his mid-30s Georgia lawyer Bertis Downs, the longtime manager of rock band R.E.M., started buying fine red wines, mostly early Bordeaux. Over time his tastes changed. He stopped drinking red wine much, but he still had 30 cases, including some 1982 Mouton Rothschild, in his cellar. "I thought, ‘I'm never going to drink this,'" says Downs, now 54. "‘I'm never going to have enough parties to use it. It's a wasting asset.'"

Rather than hassle with liquidating this most illiquid of liquid assets himself, Downs donated it. Bryan Clontz, a charitable middleman, took bids from wine dealers, shipped the cases to Hong Kong and transferred $150,000 into a donor-advised fund at Fidelity Charitable Gift Fund. From there Downs and his wife, Katherine, direct grants to their favorite charities. If you're feeling generous, look at all your assets. These days you can convert everything from real estate to private company stock to hedge fund shares into a charitable kitty. Moreover, depending on what you give, to what kind of charity and how you time your donation, you may get a much more valuable tax break than if you'd just given cash.

For Complete Coverage of America's 200 Largest Charities click here.

Then there's a more mature entrepreneur, Washington State University plant physiologist Larry Schrader, 69. After his research established that sunburn was damaging 10% of the state's apple crop, Schrader developed Raynox, a carnauba-wax-based apple sunburn protectant.Example: Billionaire Facebook founder Mark Zuckerberg is funding his $100 million commitment to Newark, N.J. schools by donating stock to a supporting organization (a rich man's donor-advised fund) at the Silicon Valley Community Foundation, a public charity. If he'd sold $100 million in Facebook shares and donated cash, Zuckerberg would have had $100 million in taxable capital gains (assuming he has a near-zero basis in the stock), plus a $100 million tax deduction--a wash. If he'd given $100 million in stock to a private foundation (meaning one Zuckerberg funds and controls himself ), he wouldn't have had any taxable income, but the deduction would have been limited to his basis in the stock--zero. By giving private stock to a public charity, Zuckerberg gets the best of both worlds taxwise. He doesn't recognize any income and he gets a $100 million deduction.

"The only way I could figure out to commercialize it was to create a startup company," Schrader says. With a partner, he started FruitGard, LLC. Just before selling FruitGard (to the company that now markets Raynox worldwide) in 2008, they donated 29% of its stock to the Vanguard Charitable Endowment Program. The key: The men made their donation before inking the sale, which allowed them to take a full deduction for the stock's value, without recognizing a taxable gain. Schrader and his wife, Elfriede Massier, now make grants to such Forbes 200 charities as the Salvation Army,Habitat for Humanity International and Doctors Without Borders, as well as a local land preservation trust.

Tax savings aren't the only reason folks donate assets these days, notes Clontz. In some cases they're dialing back on consumption. "We're getting contributions where a family is saying, 'We don't need that fourth house anymore,'" he says. If you've got assets to give, here's what you need to know.

The blog of actual and entrepreneurship

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Trabajo de Coaching

This Awesome Urn Will Turn You into a Tree After You Die | Design for Good | Big Think

when2meet.com

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10 business models that rocked 2010 - by @nickdemey (skype:nickdemey.be)

Un consejo en momentos difíciles

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How to Create a Business Idea

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Como Generar Ideas Creativas

Value Chain Cadena de Valor (From wikipedia)

Contents

[edit]Concept

[edit]Firm Level

[edit]Activities

[edit]Industry Level

[edit]Significance

[edit]SCOR

[edit]Value Reference Model

Contenido

[editar]Actividades primarias

[editar]Actividades Secundarias

[editar]El marco de la cadena de valor

FODA SWOT

Análisis PESTA o PESTEL

Innovation Insanity

11 Crucial Consumer Trends for 2011

Análisis Porter o cinco fuerzas de porter Porter's 5 Forces

(F1) Poder de negociación de los Compradores o Clientes

[editar](F2) Poder de negociación de los Proveedores o Vendedores

[editar](F3) Amenaza de nuevos entrantes

[editar](F4) Amenaza de productos sustitutivos

[editar](F5) Rivalidad entre los competidores

Investor FAQS / Preguntas Frecuentes de un Financista

Copiar también es Innovar

Owning Emerging Markets The Smart Way

AMERICANS ABROADWANT TO CASH IN ON RAPID ECONOMIC GROWTH OVERSEAS? THESE HOMEGROWN COMPANIES OFFER PLENTY OF FOREIGN EXPOSURE, PLUS THE PROTECTION OF U.S. STOCK LISTINGS.

How To Give Like Mark Zuckerberg

For Complete Coverage of America's 200 Largest Charities click here.

AMERICANS ABROAD
WANT TO CASH IN ON RAPID ECONOMIC GROWTH OVERSEAS? THESE HOMEGROWN COMPANIES OFFER PLENTY OF FOREIGN EXPOSURE, PLUS THE PROTECTION OF U.S. STOCK LISTINGS.