It is considered that lack of sleep is extremely negative impact on health. However, recent survey, whose results were published in the journal Biological Psychiatry, suggest otherwise. It turns out that lack of sleep helps the brain to protect the owner from the frightening memories.

This shows that sleep plays an important role in memory consolidation. Meanwhile, not all memories are really good. An important component of anxiety disorders are the memories associated with fear. This is especially true in patients with post-traumatic stress disorder. It turns out, for lack of sleep, during which the consolidation takes place, you can protect yourself from the traumatic experience.

This view was tested during the experiment. Scientists led by Dr. Keniti curiae gathered a group of healthy volunteers. They all showed the videos with the machine. In some commercials car was traveling on the road without any problems, while others - find themselves in a terrible accident. Then half of the volunteers were sleep schedule, which leads to lack of sleep.

Final tests showed: a lack of sleep led to the fact that the bad memories associated with the accident, simply disappeared from the consciousness of man can not be said about the participants who had normal sleep.

In Ukraine, but not limited to, any given random opponent a healthy lifestyle is very disparagingly refers to all sorts of newfangled diets. And in this case believes that the best diet - lack of it. They say that the body itself knows what it needs. Ancestors ate porridge with fat and feel great, have health - God forbid anyone.

Say - stupidity? All is not as easy as it seems. For example, scientists concerned with our food with you, unexpectedly found that fat is actually even very useful product (me too - the binomial theorem, would ask any Ukrainian). Firstly, it is packed with selenium (a powerful antioxidant), and together with the garlic effect is amplified many times. Secondly, the fat in large quantities contain arachidonic acid, without which the body becomes impossible the formation of new cells and production of many hormones. However, the euphoria about this fall is also not necessary - there too, cholesterol in excess, the liver is also not an extra piece of the body.
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III launched the National Award in the field of cardiology, "Purple Heart". Receipt of applications is open from 22 November 2010 to February 22, 2011.

The award was established in 2008, with the assistance and support of the All-Russian Scientific Society of Cardiology and the Committee on Health of the State Duma of the Russian Federation and is awarded to individual physicians and institutions: the best educational center in cardiology and cardiac surgery, cardiac surgery department the best. For achievements in emergency heart surgery Prize will be awarded best kardiobrigady ambulances and better care unit. In addition, the Purple Heart is awarded for the best scientific, social and educational projects in the field of cardiology. There is also a category "The Future of Russian cardiology" and "Masters of Cardiology, the first, respectively, for the cardiologists and surgeons under the age of 35 years, the second - for those who worked in cardiology at least 30 years.

Prize itself is a nominal clock with the logo in the shape of the heart, as well as special prizes, for example, sets of surgical instruments. This year, among other things, the best young cardiologists and surgeons of the country will receive certificates for participation in the European Cardiology Congress to be held in Paris in August 2011.

At the press conference his views on the state of cardiology in Russia today with reporters podelililis chairman of the advisory council award, director of the Center for Preventive Medicine Raphael Oganov, director of the organizing committee award, the executive director of the Company for the development of medicine and health care Olga Zhigunov, head of the Scientific Advisory Branch of the Science Center of heart Cardiovascular Surgery them. Bakulev, laureate of the VI Burakovsky Sergei Nikonov, chairman of the Board of Trustees Csaba Kantor (director general of the Russian representative office of JSC "Egis Pharmaceutical Factory).

One reason for problems with cardiovascular disease experts called the utter ignorance of people as the first symptoms of cardiovascular disease and about available forms of assistance. Rafael Oganov and Sergei Nikonov drew journalists' attention to the fact that nowadays high-tech treatments for heart, such as coronary bypass surgery or peripheral vascular disease, are available in many clinics in the country, however, according to Nikonov, due to the lack of attention to this topic by the media, patients sometimes do not know that they can provide professional help not only in Moscow and St. Petersburg but also in other regions of the country, and in many cases it will be free. As for Russian children are free to all operations.

- The problem now is that we quite often in many regions are compelled to select patients for a particular therapy, explain to them that it is available, - said Sergei Nikonov.

However, the situation is improving, and recently, according to experts of "Purple Heart" appears more and more literate materials and television programs on health topic, helping patients to properly assess their health status and refer to the appropriate doctor.

One of the main goals of most awards - to raise the prestige of the profession cardiologist in our country and attract media attention to the best doctors: those which simply have to know and to whom to refer patients. According to experts, the current mortality from cardiovascular disease in our country has ceased to grow, and in 2003 even dropped by 10-15 percent. Nevertheless, there are still some disturbing trends: for example, continues to increase the number of patients with cardiovascular disease, younger than 40 years.

The names of the winners and contest will be presented in late May at a ceremony awarding the winners.

In patients aged 1-3 years, the leading symptom is a shortening of one or both legs sternocleidomastoid muscle with the tilt and rotation of the head. If more shortened thoracic leg muscles, which is mainly involved in turning the head, the more pronounced head turn when clavicular - more pronounced lateral head tilt. Greatest severity of the deformation reaches patients by 3 to 6 years of age. At this age, facial asymmetry is increased, further deteriorating posture. Violation of posture is manifested in the form of scoliosis of the cervical spine and verhnegrudnogo with different levels of standing shoulder girdle and blades (higher on the affected side). Deformation is due to retarded growth of the affected muscles, the shortening of the trapezius and serratus anterior at the correct growth of the cervical spine. In what may develop compensatory curvature in the lower thoracic and lumbar spine. Struck sternocleidomastoid muscle is tight, tight to the touch, thin normal.

The main purpose of conservative treatment is to eliminate the strain without surgery by improving the trophic system of the affected muscles, reduce and eliminate muscle contraction, providing a compensatory increase in muscle tone in the healthy side, to prevent deformation of the head and neck. Conservative treatment should be long enough for at least a year, and regular medical check-up should be carried out at least until school age. The application of conservative methods of treatment is especially effective in the first year of life when more elastic tissue and possible to stretch the affected muscle. In the process of restorative treatment using massage, physiotherapy, physical therapy, performed at the foyer of the corrected position of the head of the child.

The goal of treatment provision - increasing the distance between the points of attachment of the affected muscles. Child must often be laid to sleep on his side. If the child is lying on the affected side, the head is enclosed by a high pillow, if it lies on the healthy side, the pillow is not used at all. If a child sleeps on his back, various adaptations ensure that its head was upright. Baby bed should be installed so that the wall was turned healthy side. Watching what is happening in the room, turning on the light, which, however, should not be bright, the child will thereby give the correct position of the head. In newborns and infants first weeks of life can use cotton-gauze collars after giving the head of some overcorrection. From 3 to 4 weeks of age in the collar can be inserted to the strength of a strip of cardboard with a width equal to the distance between the lower jaw and collarbone in the correct position of the head. This device should not put pressure on the neck, but only serve as a spacer between the clavicle and jaw. Massage plays an important role in the complex early conservative treatment of torticollis. It is held against the backdrop of general massage, the appropriate age and physical development of children. For muscle changes are applied gently with a soft massage techniques - moving and oppressive stroking, rubbing and vibration to relax the muscles to prevent deep scarring. Stroking is held between two fingers of the mastoid process of temporal bone in the direction of the clavicle. Rubbing is the end of the middle or index finger. Vibration is applied in the form of tapping with the fingertips in any direction. Does not recommend the use of massage techniques that could help strengthen the affected muscles and thus would strengthen the muscle contracture.

There are few times I use the blog to complain (in all these years only 2 times), but after all the quality of services, or lack thereof, makes the business.
More than 15 days ago that my home phone were damaged. The only way that one has to seek redress in the company Telecom Argentina is through a 100% depersonalized.
You do not have the opportunity to explain what the damage, or say when it will be solved.
Needless to say, the endless amount of applications we have done, however to date we like to start, without any communication from the company. Sorry, I have not told the truth, because every few days got a call where a recording asks if that fixes the problem.
This is the effect of the lack of competition, where one is tied to a company that did not choose, and where it believes it can neglect to the client, because a will never give up.

I approached an interesting note he wrote Mariano Pantenetti especially for the blog.

You may have noticed (or suffered), at some point (usually urgent) when they needed to sit in a bar to do some urgent work, or enter your Wi Fi Notebook, all seats were occupied, even those where he's used against it has no consumption to justify the use of facilities, or alternatively, are on the table the remains of a lean to the clear coffee was drunk at the very least a few long hours.

The free-rider dilemma is the public enjoyment of the property by individuals who use them either on their part fair share as paid or avoiding the cost of their share.

While the case in question in the first paragraph, we are clearly looking at a private good, use that gives the time over which provides the service seems to be analyzed from the perspective of the free rider problem.

The existence of stowaways inevitably leads to a loss of productivity, since many more individuals are "fed" a well thought originally to fewer participants.
Excessive use is made of the property.

Trying to be Pareto efficient is that I ask myself as far as the comfort of who had first occupied the chair does not infringe upon the comfort of who comes second and (after a logical time) starts to pay the cost of discomfort.
Find another bar also has a cost for those who came second.
These costs, eventually moving to the owner of the establishment because the customer alerted of this situation will certainly look for an open bar, efficiently avoiding being the second.

Find a balance then represents a potential improvement in the outcome of any situation that may arise as a Pareto-efficient, where an improvement of one of the agent, it is not possible without harming the other. That is an optimal situation from the point of view of the utility.

Putting on the skin of who should manage a bar, restaurant or similar, one wonders to what extent is efficient free to decide who will occupy a table for a long period of time, such that other people with the intention of eating are far from the place or simply do not enter.
Are these first considered stowaways?
It could be argued that perhaps this first long-term profitability (are customers of the house), while the latter only have occasional use and is difficult to quantify their income in perpetuity.

Some retailers like Havanna coffee seem to have realized this and delivered a limited service (in time) of Wi Fi, forcing the start to continue to consume products for more time or simply leave.
This does not limit the time of those who read the whole newspaper, every magazine, they receive visits and make your office coffee, for the modest sum of about ten dollars the 6HS.

On this situation, seem to have more experience that bars restaurants, experts often drive the customers to have on the table.

I think this is a new consumer and a new way of delivering service, so I do not see a clear answer to the dilemma posed.
Therefore it seems best in this first instance some exercises test, analyze, think about trying not to neglect the customer above all things. But which one? In that two hours is with his coffee and newspaper or waiting.

Mexican billionaire Carlos Slim, the second richest man in the world, on Wednesday recovered a web address with your name, a man of Indonesia tried to sell $ 55 million and threatened to link to a porn site.

The World Intellectual Property Organization (WIPO) United Nations said that an arbitrator of disputes over Internet addresses determined that the site was registered in bad faith and should be transferred at no cost to the employer.

Documents filed by attorneys Slim, cited by WIPO, showed that the owner of the address, Ahmad Rusli, Jakarta, threatened to link to a porn site if you did not receive the money he wanted.

Rusli said in an e-mail to the arbitrator of the dispute that the threat only sought the attention of Slim and had registered the URL to protect it for the Mexican billionaire.

Slim, who owns a business empire led by the giant phone company America Movie and Telmex landline, you already have an own website,containing his biography and other personal and business.

Helu is the maternal surname of the employer, a descendant of Lebanese immigrants.

In March last year, U.S. business magazine Forbes put Slim as the second richest man in the world, behind investor Warren Buffet and ahead of computer magnate Bill Gates.

Over 40% of managers perform less well when they change jobs or roles within the company. However, according to a study conducted by the Corporate Executive Board, these managers can succeed if they manage clearly what they call "the paradox of success quickly."

In the business world today, the pressure for new managers produce a quick contribution is enormous. According to a survey of more than 5,400 new officers, 40% of those making less or worse when they are in a transition to a new position, affecting the productivity of nearly half the workforce of an organization in a year.

These managers were asked about what they were focusing on, what behaviors exhibited and how they gained their first month of work. They were also asked to score each performance of their teams. The result has been a series of patterns that distinguish managers who thrive in his new position of those who do not.

Although this study has shown that getting a "quick win" is perceived as critical, managers who get a "victory" in his new post early are more likely to "derail" in the future. They fall into what the study calls "the paradox of success quickly."

According to an article in Harvard Business Review, the most common behavior associated with the failure of the new position is the tendency to drown in the miniscule. In this carreblankra unbridled success, the manager seeks to highlight a component of his new job. By putting the focus so intently on a single purpose, neglects broader responsibilities.

These managers feel the urgency to prove their worth to their new roles, they can succeed, but lost in destructive behaviors such as focusing too much on the details, react negatively to criticism, or jump to conclusions. These behaviors undermine their long-term success in his new post.


Collective work

CEB's research shows that the best managers avoid the risk of paying little success trying to get that fast collectively, and not their own risk. These managers work with your team to achieve immediate results. To this end, manage the change or help the people on your team to thrive within the organization.

The pattern of those to succeed in his new post agree on one thing: his ability to manage change. As new leaders, want things to move, but also understand that as a result of its rise, its new teams have to cope with change, like himself. The study of CEB believes that the transitional stages are not just the manager, but the organizations as a whole. Organizations, he says, have to invest in leadership development.

To help new managers to successfully overcome the paradox of rapid success, companies should redefine their expectations for immediate success. Recognizing the uncertainty of these transition periods for these managers and their teams, companies should develop their capacity for change, make it possible for the loyalty of those working with managers in the pursuit of that desired success.

The key, says the report, is to be realistic. Both the one hand as the other. Managers must know their limitations. Businesses, for their part, must define reasonable goals and make sure the person knows blindly promoted the work that has to play.

Training and coaching

In this sense, training and coaching play a very prominent place. The transition process should not begin when the new manager takes his new post, not before. Then there should be a support phase in which the manager would have to handle more detailed information about how the company is from that new position.

On the other hand, is key to detect failures at the same time taking place, and finish them sooner. The cost for a company that has a manager who is below its potential is enormous.

A few months ago, Trend magazine picked 21 of the Institute on a study of Executive Development which claimed a third of managers who change employers feel they have not met expectations two years after recruitment.

Then the 150 managers interviewed considered that the median time to acclimate to the new position takes between 6 and 9 months. According to the authors of the study, companies devote resources to facilitate this transition that does not serve much of anything. Other actions, such as coaching, which have a high effectiveness rate (42%).

According to an Ernst & Young study, 66% of corporate strategies are never implemented. Why? Doing something new is always complicated. Organizations and units that constitute them, must overcome traditions, conflict of interest, internal communication channels are very poor and other cultural aspects that are a full-fledged trip. Here are some key management expert gives Lauren Keller in an article published by Harvard Business Review.
Consensus Strategic Plan
The seeds of the implementation problems are planted very early, often for its own development strategy: the process of defining and designing the strategy can not be seen as anything other than creating a plan to run it.

Bill Treasurer, the founder of Giant Leap Consulting consultant, describes this phenomenon as "executive asphyxia." As Treasurer, the strategic plan is created by an executive in his "inner sanctum", isolated from the low ranks of the organization. That being the case, the ability to perform drops. The consultant recommends that customers invite their customers, employees or suppliers to give their views on the direction of the company on its strategy. In other words, should ignore the vertical and go to a more horizontal model.

Understand and define the connection between strategy at the highest level and strategic objectives (supported by lower levels of the organization) is vital. "Our strategy must have a long-term vision and serve as a source of inspiration," says C. Davis Fogg, who is author of "implement your Strategic Plan." "Our strategic objectives are short-term efforts to move precisely toward that long-term vision." In an ideal scenario, the development of the strategy and related objectives are part of the same, is a fluid process.


Building consensus

Many experts warn of the dangers of "strategic dilution", ie trying to run too many goals. The strategic objectives should not be great. It is better to be clearly defined, that are realistic, rather than trying to do big things, like solving world hunger. It is crucial to clearly define the roles and milestones.

Even a strategy designed thinking a lot about its implementation may not come to fruition. Perhaps the easiest way to keep running in place is a thorough plan to sustain and continue to build the same consensus during the phase of strategic development.
"The directors encourage consensus by explaining the emotional and financial benefits to achieve the objectives and the problems of not achieving them," says Frogg

As stated in the article, Karen Silverio, vice president of Addison-Wesley/Benjamin Cummings, do not trust to tell people what to do. Instead, think it is very important to support and serve those within the organization responsible for implementing this strategy. For her the process is as important as the outcome, because if this process is not satisfactory, these same actors will not engage so the next time you have to push forward a plan.

The incentives also play a role in building consensus around a strategy. And not just about hard cash. "Knowing that motivates our employees," said Silverio. "I've seen many times that non-financial incentives, such as making someone public's contribution can be more effective than economic. Many people feel very satisfied knowing that their ideas are being used. "

Multidisciplinary teams

One of the best strategy to implement a plan to mobilize multidisciplinary teams run around each goal and throughout the company. These devices allow people to collaborate to ensure that each initiative supports your goals for and carried out in time.

To increase the sense of responsibility, Silverio linking strategic initiatives team leaders based on their experience, knowledge or interest in new challenges. It also announces the progress of work, so that the feeling of responsibility, both among managers and among workers, is reinforced.

Smart executives ensure that consistently communicate the importance of the strategy to follow and the implementation. Bill Treasurer recommends that customers always explain the connection between strategic initiatives in which its managers and employees are working and the end (higher) than they look. "Leaders must be noted that new need for new behaviors, rules, skills and priorities," he says. "They have to explain why the new strategy is so important."

The main complaint of critics of the Android G1, the first mobile phone designed by Google, manufactured by HTC and distributed exclusively for the United States by the German T-Mobile, already has an answer: if this phone wants to be the future is multi- touch, as if what is Apple's iPhone is only because the form does not want to anger the company that runs Google Jobs.Estrategia Steve

It is considered multi-touch to any phone with touch screen that is able to process the orders that their sensors get several fingers of the user ... at a time. That ability is what allows, for example, zoom in and zoom photos on an iPhone using the thumb and forefinger of one hand.

And no one understood well until now why Google had resigned to making your touch phone was also multi-touch. Now, a report in the U.S. specializing half recounts how own brand of apple begged the Android development team which did not include this capability in the design of its new generation of mobile phones (of which the G1 is just the first member .)

The main reasons why the giant gave information on the Internet without question appear to be two. First, both brands share the common goal to overthrow Microsoft. And second, that Apple is preparing a legal barrage against those who dare to use that technology in other devices.

Apple itself warned of the consequences on the last presentation of business results in a message that everyone understood that was addressed to Palm, to use multi-touch technology in its new Intelligent Mobile Pre. "We will use all weapons at our disposal," said then one of their top executives.

The technology will advance and the workplace in 2018 will be very different in how they are now. That is the prediction made by a group of experts assembled by the Human Resources Management Worforce portal which also gives a wake-up call for companies to begin to take note.

The conclusions of this expert panel are dominated by the feeling that the job is temporary and "village" for teams still more mobile and flexible.

They consider that the figure of "freelance" win integers. Furthermore, with regard to management style, say that social networks will change the "command and control" style prevailing in favor based on collaboration and teamwork.

Participants in this panel include amounts in human resources experts from companies such as Yahoo, Ernst & Young, Infosys Technologies and SAP. Furthermore, had the expert opinion of the American academic world.

One of the predictions in which almost everyone agreed it was about the explosion of social networking and other collaborative technologies such as wikis (web pages can be edited by many volunteers).

In fact, "collaboration" and relationships are two words that are going to sound in the workplace over the next two decades. Yes, these places will be increasingly removed physically and geographically, although technologically very close and connected.

Adaptive structure

The structure of the work will be more "adaptive," with more informal managers. In addition, the use of virtual teams will grow, with many people communicate via video, email and text messages, as argued by the representative of Infosys in the panel.
In fact, the work seeing the faces of peers could be in danger of extinction, as the contacts face to face will be increasingly scarce.

"Our communication is so dependent on email or SMS," says Nandita Gurjar, Infosys, in the journal Worforce Management "that no one will talk on the phone anymore."

Participating experts showed different views on what effect the arrival of Generation Y or workers in the "millennium" (those born in the 80s) to work. Some predict that contribute to the boundaries between private life and working life are diluted. Others, however, anticipate that the presence of this group will not have great impact and talented people will continue to work hard and prosper in organizations.

Business Travel

There was also some disagreement on the number of business trips to be made by 2018. John Haggerty, Cornell University, says that will be made less. By contrast, other participants predict that companies will demand managers with a more global experience, so you are going to have to travel far from their country of origin.

Where there was unanimity that it is increasingly moving to put more emphasis on ethical leadership and corporate responsibility. In 2018 this will be ensured through better training and recruitment that is made will take into account both aspects significantly. Indeed, the recruitment process will become more virtual, and precisely for that reason, also be global.

The representative stressed that SAP will be a transition from leadership based on order and control to styles that prevail collaboration and dialogue. Therefore, organizations are going to be forced to think differently about the kind of leadership they need, and about the capabilities that they must have.

About the benefits that employees will have a few years, this panel of experts said that will be more creative and personalized, and that would include the care of dependent people or pets, among other things unthinkable today.

All participants agreed in pointing out that Human Resources will play a greater role than at present. In this regard, the representative of Ernst & Young predicted that the term "Human Resources" would disappear, and suggested names like "personal" or "employee relations."

I approached a friend who wrote a text specifically for the blog. Thanks MP

FALSE POSITIVE

Reading a recent article published in a newspaper, I think I found the correct definition of a problem I've been looking a few years ago.

The definition of "false positives" arises in the context of the guerrillas who currently suffers Colombia, where it is called "positive" to those interventions on the guerrilla army in Colombia when deaths occur after a clash of FARCS side.

Colombian journalism called "false positive" to the deaths that happen but apparently in a clash took place in a fictional assembly by the Colombian military, which according to the press in that country have been murders, simulating deaths " legal "in clashes.

Thus the army "is noted" some "positive" getting more money from the state, licenses, awards, among other benefits.

It has come to light a case where it is believed that the army executed a young peasant, bringing the forest deceived, dress similar to FARCS and making carrying a weapon (in his right hand when the young man was left-handed).

This implementation, as part of a number of "false positives" occur is assumed by the pressure of President Uribe, on the high command of the army, where at the same time these, derive the pressure (and the incentive system) to reach the soldiers in the jungle.

According to the idea that I wish to develop and given to buy (bridging the gap) in the companies we can find many "false positives".

That is, acts which a priori appear to be positive, but behind them lies a deceptive act, a reality opposed to the objective.

For example we can see a large number of service companies, such as service sellers generally high in terms of meeting their goals (and they are paid), but then given to low-high netting we find the "positive" results negative, since the high casualties have been consumed in the service. Due to investigate we find that many have been high false duplication of clients, family income, among other devices.

Are these vendors totally guilty? Surely in many but not forget that their mode of action depends largely on the incentive scheme to which this subject and the degree of pressure exerted on them.
Many times we are facing over-ambitious goals that seem impossible, it gives the sales force tools scarce. If we add a dictatorial management style, the threat of dismissal or an excessive commission for high sales, we get the most of the time a cluster of "false positives".

A survey carried out by the intellectual property firm Marks & Clerk has shown that 84% of executives believe that a strong brand is more important in times of crisis in the economic boom.

Similarly, 86% said they would be more willing now, as things are, to come out and defend their products and services over its competitors. A fifth said they spent far more time to safeguard the brand.

Almost all (97%) stated that use your brand is a key part of its business strategy to address the recession, particularly using it as a way to focus their marketing efforts on their core products or services.

In this context, more than three-quarters of respondents said they were going to be more aggressive in protecting their brands, with 80% suggesting they were now more for the work before defending their existing products and services.

This is on paper, since the study warns that companies are still acting in a very "embryonic" to protect their brands. Thus, four out of five executives warned that they were too busy to "spend" more time to safeguard your brand.
branding

Only when there are problems

"One of the most important contributions that can offer a brand to a company's long-term resistance," Pan says Withers, Marks & Clerk, in a statement. "In any case, companies have to take responsibility. All too often care only about protecting your brand when your business is threatened by competitors, "he says.

In this regard, eight out of ten executives surveyed said the "realities" would result, inevitably, a cut of the budget directly linked to the brand. Almost half were spending less than one percent of its budget to protect or monitor their brand.

Insecurity in the labor market and the fear of spending is causing changes between consumer trends. Luxury brands and trademarks green are those that are suffering most in favor of others that are cheaper or that simply offer a better value for money.

Only 14% of the executives who responded to the questionnaire thought that would get the luxury brands to thrive in the current economic climate. Similarly, they asserted that the marks relating to the environment or social responsibility would suffer more.

In contrast, over 90% said the quality-price brands emerge victorious from the crisis. 80% said that confidence was becoming increasingly important to consumers

Opportunities and dangers

This research shows that these changes in consumer behavior may be long distance, changing the long-term market. 80% of respondents said that this relative expansion of the "players" of the market creates a real opportunity for new brands, which can retain its market share after the recession.

Although some respondents showed their doubts about the new cheap brands, which have become one of the most successful competition resulting from the recession, 79% admitted that this trend will prosper.

In this line, 81% expected to be launched to the market cheaper versions of existing brands. This despite the fact that 73% said that this could devalue its brand in the long term and that 44% believed that it is a real danger to the mark.

"Companies will have to carefully position their brands and to demonstrate the value and quality they represent," says Withers.

When a person has a business idea because it senses that there is great potential in it often makes the mistake of wanting to copy the entire competition, to be near her to grab their customers and offer a lower price to enter and win them all .

This pathway probably leads to the competitor, in turn, lower prices and differentiations loEstrategia of this becomes a cycle, in a price war that ended up taking them both to the minimum charge for their products and not to obtain the expected gains .

Columbia Ideas at Work Business School published an article on the studies currently undertaken by the professor of economics and business of the university, Michael Riordan, using game theory to see how they react to business owners when new firms enter the market to compete .

Riordan sums it up this way: "The key issue is to design products to avoid direct competition, so that there is a substantial number of consumers in the market that are more or less indifferent between their product line and its competitor . Because if any, will be tempting to try to attract them through lower prices. "

Enter the market without causing a price war

Riordan says that if it is known to enter the market with a well differentiated product that is not interchangeable with the competition and, therefore, less sensitive to price changes, it is likely that prices instead of lowering, increase because everyone will be getting the most out of your segment.

This may be clearer with the example mentioned in the article by Columbia Ideas at Work, in which an aspiring entrepreneur coffee business is a very crowded near a college where many people walk, and decides to open a coffee business the entire front, across the street.

The reaction of the old business is to depress prices to fight for their customers, leading to the new employer also decrease, achieving much lower profit margins than expected.

But the proposal discussed in the article is that if the new owner decides to enter differentiated, can open a tea shop looking to attract that segment of customers in the coffee shop who prefer the new product and would not change because of differences in the price, which would provide incentives to old business owner to lower their prices, and instead could take them up to maximize earnings from coffee drinkers.

According to Riordan, "The profit-maximizing price of the establishment of coffee depends on the price charged by the establishment of tea, and vice versa" and it will be agreeing that stable prices.

Product differentiation strategies

According to these studies, before entering a market, there are three questions that must be considered in order to create a product differentiation strategy that maximizes profits:

1. Is there a customer segment that is not well served by existing firms? There are consumers of all types, some are willing to pay more for certain products not decided by others motivated by lower prices. If you can create a product with added value for those customers who are willing to pay more for it, you can capture some of that value through higher earnings.

2. How much difference should be within their own product line? Advanced segmentation creates value for customers because they feel that they offer something to suit you, but be careful with the way in which this segmentation affects other products and the level of variety so that it becomes profitable.

3. How will existing firms respond to new business entry into the market? If many customers see the new product as a possible replacement of the former, the owner of the latter cut prices. But to avoid this, you can segment the product so that customers prefer one or the other, regardless of price.

The key is to offer a unique product that meets specific consumer needs and has added value for which they are willing to pay, as this is what ensures the success and permanence of the product without relying on other bids.

In the words of Riordan "What makes the entrance, ideally, is to reorganize the consumer in the market, so that the new consumer segmentation among firms, they are less price sensitive"

Asia and Latin America will be the two television markets with higher growth over the next four years, threatening the hegemony of the United States and Europe in the sector since the last decade, according to the report eEspaña Orange Foundation.

In particular, the Asia-Pacific is expected to reach the 84.657 million euros in 2012 thanks to its audiovisual business, frMedios Latino Americanization the estimated 55 510 in 2008. In the case of Latin America, the figure will rise to 24.569 million last year when revenue forecasts were at 15.959 million.

The report also projects growth in the European television market (from 96 199 129 079 000 will euros in 2012), and in the U.S. market (from 116830-145921000). Despite maintaining its leadership, the joint sum of these markets and not enough three-quarters of the market, as happened in 2007. For its part, Canada will raise its turnover in just this period and will be at 7.508 million euros.

In the television section of the cell, the study noted the "spectacular growth" that the Asian experience, to a presence of 18 percent of the total market for the distribution of pay television in 2012, representing more than 8,700 million euros.

On the other hand, the global market of content distribution payments expected to grow over 10% in all regions except the United States and Canada, reaching 219.9 thousand million euros in turnover in 2012.

There are millions of businesses that do not grow stagnant or go to continue selling exactly the same: the original with which they came into the market and to believe that they can not reach further, because most likely see no changes or improvements nor the need to seek to create them.

But there are so many businesses that have discovered the secret of their success and growth in the continuing evolution of its products and original services to reach more and more people and places, and keep up, but go hand in hand fashion and market trends.

Something like this is what Max McKeown says in his article "Reinventing the wheel" published in Management Issues. According to him, any product can reinvent itself many times and the real innovation is done by following what is discovered in the lifestyles of people to enter a world of immense possibilities and profits.

McKeown said that "It is easy to think that something is so simple that you can not improve. That is so important, not earn any money perfecting it. That is so low tech, the intellect would be lost just thinking about it. Which has a margin or volume so low that the company would never make a dollar, yen or euro. It's easy to think that. But one would be wrong. "

The success of reinventing

People like to feel that they have something new or improved products and have always used change over time to adopt new technologies, be in style, offer more benefits and better meet the needs.

McKeown explains in his article, "Paying attention to the lifestyles of our customers, you can create unlimited variations of any product. Setting the details of a product to reflect new tastes and fashions can increase profit margins and follow the curve of popularity of the new trends. "

And as evidence of what he argues, he mentions several examples of big companies get huge profits and that continue to grow from the reinvention of its original products. One is Nike, which now earns 16 billion dollars annually from its continuous reinvention of shoes, sweatshirts and socks.

According to him, once Nike was organized around three product categories: shoes, clothing and equipment, and now focuses on sports, tribal and activities, so it has more than 13,000 different products because it creates special shoes for the cricket player India and others for lacrosse and more for the American athlete.

McKeown explains, "The reinvention of the sneaker is possible to meet the preferences of sports, nations, age groups, genders and individual fashion. The opportunities extend endlessly reinventing advances in materials technology (what they are made) and the production technology (as do). "
He states that "Each reinvention involves innovation."

Personalization

One of the opportunities that currently exist and McKeown emphasizes the customization of products and services, for which he recommends business owners wonder what elements of their products could be adapted to the specific needs of different customers.

Because, as noted by the author, and are developing technologies that allow much customization of products and services in the future, but right now there are companies that implement programs and products tailored to clients as Adidas, Nike, Reebok and Converse, which provide individualized services to measure the feet of people in the stores and send them home to fit shoes at 20 days.

Finally, the important and the conclusion is that all products can reinvent itself as the problems and needs of people continue to occur and require ever more innovative solutions tailored to your lifestyle, your tastes and fashion. That's why paying attention to customers can create new markets from the constant reinvention.

During periods of crisis can assess many factors that change according to the nature of the crisis conditions, and become that make the management decisions of the present and the future.

One such factor is the behavior of the managers of the companies, which are now under pressure and have to make decisions that will determine the future of their employees, their organizations and society in general.

The new global survey by McKinsey & Company, called "Leadership Through the Crisis and After" (The leadership during and after the crisis), investigated the way in which individual leaders are leading and the changes that their styles of leadership have suffered during the economic crisis.

The study found that executives have actually changed their leadership styles markedly during the past year, with the exception of his view of the aspects that can help companies in the long term, and also revealed that many of the styles leadership is most needed at present and in the future, like having inspirational leaders and have a clear direction for the company, are used by women than by men.

Leaders without much leadership

The global survey emphasizes the positive in that most participants have said does not have cut into programs for recruitment, retention and development of women, but also says it is opaque by the fact that only one third of respondents consider gender diversity as one of the ten priorities of their company while relatively few are taking specific actions to promote it.

Moreover, there are some very encouraging figures in the leadership of managers: only 48% of the executives surveyed believe they should inspire and only 46% considered it their responsibility to provide leadership during the crisis. Moreover, these figures drop to 45% and 39%, respectively, if the questions are framed in the way of managing in times of post-crisis.

John Baldoni, leadership consultant and author of several books, published an article on the survey at Harvard Business Publishing, and believes that "A majority of managers just do not understand what it means to be a leader."

And is that only 30% of managers felt they needed to motivate your employees during the crisis, and 23% felt it during the post-crisis; only 23% expressed the need for accountability during the crisis, and 18% during the post- crisis, and only 33% of them claimed to believe that innovation is needed now, while 46% said they believed it was necessary during the post-crisis.

In the words of Balconi, "If a majority of managers do not feel the inspiration and direction are needed to manage corporate performance, and that the motivation and accountability are essential, then our companies are in a much worse than the imagined .

Leadership is more to do to fulfill the tasks

The author of the article explains that leadership can not be alone in getting things done, because that would be a shortsighted not to take the company very far away, but this ability to execute must be accompanied by provision for reach the company to achieve the objectives and have the foundation for growth.

Finally, it is important to clarify that a leader should inspire and be admired, and that inspiration is not about to give the most sophisticated speeches, but set an example and explains Balconi "The word inspiration can be confusing and even overwhelming, for most managers because they can feel that need to be speakers as Winston Churchill or leaders like Colin Powell. No, the inspiration is rooted in the personal example. Managers can inspire employees to put in a position to succeed .... "

IE University and Luarna, the Spanish first 100% digital publishing, have reached an agreement to promote the use of e-book in the field of education, under which each student first curse IE School of Communications, IE University, receive the Booq digital book reader.
The digital readout of the students will include 350 classic works of literature, as well as notes on various subjects. Thus, fostering the use of e-book as a new tool to support the development of future professionals and entrepreneurs.
Currently, students handle a huge amount of distributed information books, notes and documents online. With Booq, can manage all this content on a single stand to benefit from significant savings of space, and better organization, because the device can store and display, in addition to the ebook or electronic book, any document in PDF, web page or mp3 audio files and JPG visual.

The tool can also be of interest to international students, thanks to the ability to upload content in any language and to travel with a large number of books and notes in a single device small space.
"In general, these are devices that allow the easy transfer of content between teachers and students, even at the institutional level is betting more by other teams," says Antonio Quiros, CEO of Luarna Editions. "With Booq, our intention is that students have a working tool and a means to enjoy reading in a single device."

Brands, like other victims of the recession, are also experiencing difficulties: Distributor brands have gained market share, consumers are reducing spending, retailers are pushing more. According to a panel of speakers gathered to discuss branding strategies in a recent Wharton Marketing Conference entitled "Connecting with the consumer trend, marketers should be concerned to innovate against the changes taking place in the economy and take advantage of it. As one speaker said: "I think we are now realizing that no product is immune from the recession."
What are the effects of economic slowdown on consumer behavior? The most obvious of these is that people are less willing to open your wallet. According to Janelle James, vice president of global marketing, advertising agency Leo Burnett Worldwide, recent research shows that between 80% and 90% of people are willing to replace products or buy products cheaper. He added Chris Kuennen, CEO of Rosetta independent interactive agency, perhaps the behavior of many of these consumers do not accompany the economic recovery. Kuennen compares the effect to "a one-way membrane (allowing the entrance of something but not exiting). In other words, not all will return to having a job when the recession ends and become less sensitive to price things."

Google Vice President of Engineering said the new technologies that can tell where a user is located, are helping the company to create online ads more relevant. The market for 'smartphones' are multiplying the business.

It is a kind of advertising that many companies are claiming, as they can provide targeted advertisements to each user according to the location where they are.
Thanks to these phones, insert advertising opportunities have expanded so much that the company claims that the fees companies pay for search ads on mobile phones exceed the rate of their PCs
And is that the number of searches on mobile phones has increased fivefold. "We hope and believe that there is even the possibility of overcoming the desktop in the future," said Gundotra about cost per click of ads for mobile.
He referred to the availability of technologies such as GPS, that allow Google to know the physical whereabouts of a mobile phone user. If this information is supplied to the company that inserts advertising, it may deliver better targeted ads.
Therefore Google, the search engine world number one with revenues of 23.7 billion U.S. dollars in 2009, has intensified its efforts in terms of mobile telephony because of the increased presence of consumers who access the website from its 'smartphones' and Apple's iPhone.

Almost 43% of respondents in a survey online if you prefer to choose a single medium. More than half of consumers seeking information network about brands that interest them. And a 30% rate that are well positioned in search engines.

When choosing a single means of communication for their lives, 42.8 percent of respondents prefer the Internet, according to the fourth survey that made the digital production agency and SG2.
The study reveals that more than half of Internet users on the network looking for information on the brands that interest them. With regard to the validity of such data, 39.4 percent believe that the best information is on the official sites, whereas for 34.3 percent,
As for the contents of the websites of companies, 34.7 percent of users prefer services that will be useful, 22.1 percent content of interest and a 15.6 percent which gives you a data presentation and product / service.
It is also important that the mark appears well positioned on search engines like Google or Yahoo (28.9 percent) and having a good website itself (27.1 percent).
With regard to companies with better presence online, Nike was number one (with 12.6 percent of the vote), followed closely by Google (12 percent) and thirdly Sony, which was June 1 , 7 percent.

The marks on the Social Networks

Nearly seven in ten Internet users have expressed to be social network, demographics more likely to use applications such as young people and women.
47.4 percent of respondents claim to be a fan of any brand and claims to have been a fan because he likes the brand, 22.5 percent did so because he wants the promotion, whereas 21.6 percent were recommendation of a friend.
40 percent of social network users will like to say about brands, products or services on the same.

A survey conducted in Europe revealed that 41% said theGeneral of enterprises as the main responsible for the marketing errors. Only 24% is attributed to the lack of professionalism of the sales team.


The vast majority of professionals, up to 73% are of the opinion that the company and its marketing strategy to blame for the reduction of customers, according to results of market survey "Why lose customers?" by RMG & Associates. In this sense, up to 41%, pointing to the address as the main cause, compared with 32% who blame the lack of a marketing policy. However, only 24% of respondents give this responsibility to the lack of professionalism of the sales team.
The lack of solutions to current customer needs and the absence of an added value to their expectations are the main causes of the loss of customers in organizations, as 57% of respondents. The results of the survey relegated to second place other reasons such as availability of low price competition (15%), or the mismanagement that often makes claims (11%). As to what are the best ways to build customer loyalty, 30% of respondents indicated that add value to the management and 23.44% cited loyalty programs. Only 6.7% named promotions and discounts

The key to the success of a commercial product may be to keep the head away from the creative team, according to a report by Nielsen and published by Ad Age magazine, which estimates that the benefits are indirectly proportional to the presence of superiors.

Nielsen oversaw the process of creation of 30 products and then measured the income and benefits they threw, determining that the independent teams generate 80% more profit.

"Until the dispute with the hands high things work, because they often engage in the creative process too, especially when things do not work," said Tom Agan, Nielsen vicre president management.

In this sense, Peter Klein, director of development for advertisers like Gillette and Kraft, told the publication that the managerial staff often have little experience in this field, so the job is best left to specialists.

Doug Hall, consultant, disagrees and argues that this idea is wrong, unless they are completely incompetent management, while recognizing that this problem is quite widespread in business

One day, Ray Kroc's advisers advised him not to buy McDonald's. But he ignored and went on his instinct. The rest is history ...

All people are born with different capacities, whose phylogenetic origin is difficult to trace. These skills are being lulled as we mature, socialized and "educated."

After the great tsunami that hit several countries in Africa and Southeast Asia in 2004, there were no remains or skeletons of animals.

Obviously, the animals retain some ability to perceive signals that humans have forgotten. And this ability is what we call "intuition."

What is intuition?

One of the most successful definitions of intuition (at least for me) said that intuition is to know, without knowing how we know it.

It is a form of knowledge that helps us recognize the possibilities of any situation without resorting to the reasoning and perceiving the hidden or do not appear at first sight.

Intuition allows us to grasp the truth immediately and accurately, obtaining certain conclusions based on limited information.

Weston Agor refers to intuition as "the ability to integrate and use the information stored on both sides of the brain", and tells us that "the intuitive signals are transmitted in the form of feelings"

Burke and Miller argue that "intuition is an unconscious mental process that builds on the previous history of the individual."

Jagdish Parikh speaks of an "access to the internal reservoir of expertise and experience accumulated for years, and obtaining a response, or an impulse to do something, or a choice among several alternatives, all without being aware of how to obtain "

Frances Vaughan goes further: "Intuition allows us to use the vast supply of knowledge which we are not aware, including not only what one has experienced or learned intentionally or subliminally, but also the infinite reservoir of universal knowledge, in which exceed the limits of the individual. "

More and more users have become multitasking, ie two simultaneous consuming media, particularly television and the Internet and to avoid TV commercials no longer need to zap, but enough for them to surf the net. The research, conducted at the request of Microsoft, shows that the target of 16-24 deepens this habit.

39% of users change channels during commercial breaks, while 34% use the internet along these intermediates, according to a study conducted at the request of meshing Media Microsoft Advertising from 1050 adults from seven European countries ( United Kingdom, France, Germany, Spain, Italy, Denmark and Belgium.
This paper highlights two of every three Internet users surf the web while watching TV at least once a week and 40% do so most of the day or night.

As for the distinction by sex and age, the study asserts that there is no significant gender bias in the simultaneous use of these means and that users aged between 16 and 24 years show a greater propensity to consume internet TV at the same time. Another highlight of the report is that the day of the week is a differentiating factor in the simultaneous use of media. On weekends this use throughout the day (from 10:00 to 17:30) is almost twice that week: 47% versus 23%.

The dominant activity during the simultaneous use of media, as in the regular use of internet is the e-mail query, followed by surfing the web, social networks and instant messaging. At this point it found gender differences: while browsing the net contents looking men while women focus on communication in its various forms.

For multitasking roles of advertising in television and internet are complementary: both serve a similar function in providing consumers information about products and brands as well as providing information on products they already know. In regard to stimulate interest, proof of product, and persuasion, the force that has traditionally been advertising on television is still substantial, but Internet advertising also obtained good results in the study.

Another preconceived idea is the widespread perception that Internet is not just a channel response and the great fans of the brand perception are the TV spots, print and outdoor. However, when asked to multitask on this topic, 51% choose the network as the most effective time to make known brands or products.

Blind spots, a threat to sustainable growth

The successful products of many companies end up losing its charm after a couple of years, taking with him the success he brought at first. The sustained growth of the products of a business depends on effective use of strategic intelligence, as it is through this that you can avoid falling into the trap of blind spots that exist in the environment of an organization.

When a company launches a product that proves to be very successful one must be very careful in the strategy to follow, because, generally, that success is usually temporary and go off slowly in the early years, unless the business is analyzed smart way to maximize all opportunities that may arise there.

The professor at IMD Business School, Bettina Büchel, touches on this issue in an article explaining that to maintain growth and success over time is necessary for companies to discover and develop services, solutions and product families, so the success of a decision or successful product are not left behind, but to continue producing and contributing to the organization.

She explains that the greatest risk to a company at the time to analyze their opportunities are in some blind spots of the organization consist of areas in which executives do not see or understand certain important information, thus taking their business ends fall into a series of traps as miscalculating the boundaries of the industry, not properly identify emerging powers, losing touch with customers, putting too much emphasis on competition and allow visible corporate taboos or the lack of foresight limit under reference.

To overcome these obstacles and avoid falling into traps set by the blind spots of the organization, Büchel recommends making use of strategic intelligence, which is, according to her, "a coordinated combination of research, analysis and distribution of the information needed to make strategic decisions that enable growth opportunities flourish. "

Six strategic intelligence sources

The expert mentions and explains six important sources of strategic intelligence to be taken into account in any business, and integrated decision making, to exploit the opportunities available and not fall into the trap of inflexibility:

1. Trends. Büchel said that executives must understand the trends and global movements in areas such as demographics, regulation and consumer markets, and emphasizes that the issue should not be thought of two or three years but five or ten. Also mentions that not only have to analyze the future trends, but also to establish the actions to be carried out to take the opportunities that may arise.

2. Clients. This point is known to customers, study their behavior and receive feedback on your part to have clarity about what their needs are being met and which not, so they can identify and exploit opportunities for new products or services.

3. Benchmarking. The teacher advised to look beyond the organization and analyze where they come from the highest levels of innovation in the industry and how new discoveries affect the company and its market niche. She recommends not to assume that industry participants remain within the traditional boundaries, but prepare for that at any time new powers arising from different spaces.

4. Extension of the categories. Büchel said that too specifically define the category to which a company belongs lost growth opportunities. What we recommend is to look carefully at what the company offers and how to think can be extended taking into account the wishes of consumers.

5. Skills. At this point it is about recognizing the abilities and skills with a company that has, so there may arise opportunities to grow and develop ideas from what we know to do well.

6. Technology. The expert should be alert to new technologies and analyze how they can adapt to existing products or services, so give them added value and extend the scope of supply as they have done, for example, with cell phones.

Look beyond

Finally, Büchel mentions the importance of analyzing the sources with which account when defining the strategy and conduct research important for growth, and recommends expanding the network of contacts and go beyond what is handy to have as much diversity as possible, thus achieving higher levels of strategic intelligence that lead to overcome these blind spots in the organization.

In his words, "If all of your main sources of information have similar origins, is not very likely to get the same breadth and depth of the ideas necessary to support true innovation for growth."

Concludes that organizations should consider these tips and plunge into the strategic intelligence to find that their success and growth to become a constant and positive elements not only temporary.

For the large German software company SAP, was a typical dilemma of the chicken and egg. The year was 2003, and was launching its new SAP Net Weaver platform, a clever piece of software that fit with their existing applications for businesses, and helped them talk to each other and with applications not created by SAP.

At that time, SAP was to get the best of a new system to integrate software called service-oriented architectures, which allowed computers to more easily share their data and services.

The dilemma was this: the true potential of the product would not be apparent until they begin to deal with customers and find out what they could do with it. But customers may not adopt SAP Net Weaver, which was giving away as part of its applications until they could capture its potential.

Even the early adopters of Net Weaver, usually tech-savvy customers, had problems with the most basic aspects of the program. And SAP was not the scope nor the resources to train and educate its entire customer base, let alone educate tens of thousands of consultants in systems integration.
This is where the executive board member Shai Agassi SAP had a great idea: why not allow all SAP customers, systems integrators and independent service providers will be taught each other as equals, as they learned to use Net Weaver?

The result was the SAP Developer Network (SDN), a creative space with forums, wikis, videos and blogs aimed not only to SAP customers but also to others whose participation would be crucial to the success of the platform. SDN community grew quickly and force and thereby able to establish SAP Net Weaver as their clients.

The story is instructive how Shai Agassi and his team went beyond the corporate limits of SAP (after convincing SAP internal groups to create a community and not many ") to link a vast network of developers, consultants, users, opinion leaders and experts. Few of them were employees of SAP, but almost all were passionate about the software. With minimal cost to the company, compared with models that push the technology-SAP channeled the collective power of hundreds of thousands of talented individuals to help him achieve its strategic objectives. In fact, Shai Agassi was "pulling from the top" to raise the level of learning, innovation and performance of SAP.

How can other institutional leaders to do something similar to promote the emergence of creative spaces and curves of collaboration? Here are four general suggestions:

1. Redefine the institutional challenges and opportunities. Institutional leaders now focus primarily on attracting and developing talent within their own institution. The ingenuity of the idea of Shai was to look beyond the boundaries of the enterprise to access and develop the talent needed SAP. Put more broadly, leaders must redefine the reason why the institution exists, breaking down institutional walls to move from a scalable system to push one pull.

2. Identify and mobilize individuals passionate. Shai Agassi did it for the money, he had sold the company he founded, Top Tier Software, SAP at U.S. $ 400 million in 2001. But SAP followed six years because he was convinced of the ability of software (and in particular of Net Weaver) to produce a tremendous impact on the world through productivity improvements. SAP CEO Hasso Plattner recognized the passion of Shai and invested in it, even though many in the company perceived Shai, who had risen from the ranks of SAP, as an "upstart" or even as a renegade.

Individuals are usually passionate talented and motivated, but are often dissatisfied: they see their own potential and that of the institutions where they work, but you can feel blocked when they endeavor to achieve. Leaders must establish institutional mechanisms to ensure that these individuals are connected to each other, and they must become their champions.

3. Reorient institutional activities. Mobilizing the passion means rethinking the strategy, organization and operations. The strategy gives priority to the growth needed to create new things that are made by passionate people. The organization is moving toward the scaling of equipment in building large spaces where people get better faster by working with others. Operations focus on the two or three initiatives that attract people passionate about the arrangements to operate successfully in less structured and defined situations. The modified system of incentives and rewards to help these people continue to learn-through successes and failures-and the reward for taking more short-term risks.

4. Adopt new forms of information technology. The younger generations are using Enterprise 3.0 technologies to connect with peers outside their companies. This contrasts with Enterprise 2.0 tools that focused primarily on collaboration within the company. Generation 3.0 at some point will drive the definition and development of new IT architecture designed to build relationships of trust and long term from thousands of independent institutions, rather than short-term transactions and closely defined that run mostly in a single institution. Institutional leaders must recognize and embrace these new forms of IT.

What are early examples of institutional change do you see? Are our institutional leaders prepared for the challenge? What else would you say to change in this new context of systems based on pull technology?

In science, the questions tend to have a concrete answer as "five" or "mass times velocity of light squared." In contrast, in the arts and design there is "constant" or "equation" or "laws" to settle what is "right" and "wrong." Instead, we turned to the ancient and venerable tradition of criticism as half a work that seeks to improve as many subjective criteria.

Many of the criteria that are judged works of art are increasingly useful to apply to the business:

Humanity: raises an interesting question about the way we live?

Progress: the work constitutes a breakthrough in a field?

Formalism: presentation demonstrates some expertise or talent?

Completeness: Are we at the end of the cycle of a creative or even half way?

And may I add, or invent, even more criteria can be based on evaluations. Sounds inaccurate? Yes and no. What happens in a critique is simple but powerful act of testing a hypothesis from every angle of attack or praise. But these words are dangerous.

The word "attack" should be used with care, there is an old legend about criticism in art schools where the teacher picks up a picture of the wall and walk through it to show his displeasure. This criticism falls into the category of malicious criticism ", which can serve to be dramatized in movies, but it does very little to the development of an artist. Similarly, the word "praise" should be used with care because a continuous barrage of applause can generate creative paralysis. It is always nice to hear "I love it, but every artist knows that their work can always be better, hence the" I love "can be just as harmful," This is garbage. " The specificity is important in any good review.

Criticism allows pros and cons come to light for artists to listen, and learn to defend themselves from an audience of experts and peers. Delivery method for judging the slippery answers to questions that have no concrete answers. Given the ambiguity surrounding the innovation, it is easy to see how honest criticism can also be a useful business practice. In other words, being open to criticism makes you into an avid auditor and sensitive to real-time contributions of the world around him.

Today was much debate about the best way to give feedback to employees: If you focus on the strengths or weaknesses, or doing an annual review effective. The head corresponds to "criticize" the work of their subordinates, but what about the reverse? In the traditional model of authoritarian leadership, it is expected that the leader has the right. The criticism of the boss is behind closed doors, or back, and almost never done openly. But my studies in creative leadership tells me to be critical of is an important way to ensure that their actions are relevant.

Be open to criticism means that you are open to the idea that I could be wrong, and therefore that the only way to test their hypothesis by subjecting them to criticism. It also means that you are open to larger questions about his work and its validity within the organization. In other words, be open to criticism it more accountable.

They spent less than two months since its launch and Microsoft announced yesterday that it canceled the production of their cell phones Kin, designed for young users of social networks on the Internet. In the technology company said it was to focus on the Windows Phone 7.
Microsoft went on sale two types of kin in U.S. last May 13 between 50 and worth $ 100 and planned to market the device in Europe in recent months, something that no longer occur. The company, however, continue to work with the Verizon telephone company to conduct the inventory of existing U.S. Kin
"We have decided to focus on the release of our Windows Phone 7", Microsoft said in a statement released yesterday, which said the team dedicated to Kin will become part of the personnel working in the development of Windows Phone 7 (WP7), which hit the market in October.
According to technology website Gizmodo, Microsoft's decision was based on poor sales of Kin. From MSNBC, media, formed by Microsoft and NBC Universal, Kin scored a "white elephant" because, despite its functionality and connection with social networking sites, use rates were as high as those of cell high-end but does not offer the same services.
The company said Kin advances will be applied in the next WP7, with which Microsoft hopes to compete with the iPhone, Blackberry and other phones of the so-called "smart."

Internet is establishing new scenarios where trademarks are beginning to have a central role. The brands touch the lives of consumers and are crucial in influencing purchasing decisions. Therefore, large companies have decided to take a 180 degree turn and bet heavily on marketing strategies and online branding in order to maximize impact, visibility, and increase the level of recall among users and consumers.

The marks are intended to be part of our lives. Companies seeking to find not only the profitability based on the results of the return of their advertisements and advertising. Claim that their marks are symbols of worship, be recognized and associated with certain values. Seek to differentiate.

Although Branding can look different and broader aspects of brand marketing, these companies need to compete and differentiate. Thus, building a brand, is of vital importance and need to know to take and properly implement communication strategies for consumers.

In social networks involving trademarks has been intensified thereby being able to demonstrate the positive effects of creating a direct relationship with the users and consumers. Branding is no longer limited to playing with the creative elements of the brand itself but extends the premise to be present and participate actively in social and media environments.

On the Internet, brands have taken the initiative as a champion of Social Media Marketing. However, the conversation alone is not enough. The marks must seek and maintain their creative visibility and visual impact. Before joining the conversation, the names must comply with a clear objective, to be identified and recognized in the minds of consumers.

The segmentation of online media allows companies to analyze and identify patterns directly related to all professional sectors differentiated by subject, target audience, user profiles, etc ... and this is where brands seek greater visibility to strengthen their impact and level of memory.

For this reason, companies have begun to broaden their vision in this regard seeking new detect scenarios where values that can be inherited and transmitted to their associated brands in those areas. The mere fact that consumers perceive them as having a set of values that attract them, it means that reject or at least tend to reject those names that do not exhibit these values.

Imagine having the ability to reach current and potential customers through the most important social network in the world, with about 400 billion users and growing.

That is the proposal made by creators of Face book to trademarks, an offer that had roots of urgency to improve the economic figures of a gold mine that was still a really profitable exploitation route.

The social network aims to be an alternative for companies that still believe that marketing and advertising options are limited to the mass media as radio, television, newspapers and magazines and even the Internet, but also associate it with traditional media, is ie web pages of newspapers and magazines.

Face book

First, companies need to understand that to succeed in these areas should think beyond the term "campaign", and that success in social media is based on creating continuity with consumers.

Therefore, we must seek to be reliable and be perceived in this way in front of customers openly.

Face book has chosen to compete with Twitter by enabling a "public search" by changing their privacy policies-a plus for advertisers, but not for users.

It has also implemented a strategy of "Open Graph", integrating features of Face book directly on other websites, conceptually similar to Google AdSense, based on key words or phrases.

Also, the migration to a system of "Likes" or better known as the button "like it", an application that allows Internet users say if they like the content or an advertiser's product.

A more than interesting for brands considering that Face book now represents 7.5% of time online for people in the United States with 134 billion airtime per month.

The trend is consistent with what others are doing social channels. For example, Twitter has its role Promoted Tweets, an advertising platform aimed at organizations interested in using the micro blogging social network to develop their business strategies.

Continuing with Face book, another point to emphasize is related to their ability to influence, especially through public figures deemed "influences." Reach these people leads to better results and a high "Share of Voice."

Tim Schigel, CEO of Share This, add other concepts such as sharing, the sharing of content, "clicks, how many people do you click to content," engagement, "how much time interacting with the content-and scope-how are inspired to spread and share content.

These benefits are just some of the possibilities that remain to be announced on the social networking world.