IAB VII Estudio Anual de Mobile Marketing (eLogia)

Madrid, 29 de septiembre de 2015. IAB Spain, la asociación de publicidad, marketing y comunicación digital en España, ha presentado hoy el VII Estudio Anual de Mobile Marketing patrocinado por Repsol y realizado junto con la empresa Elogia.

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El informe de IAB muestra interesantísimos datos, como que el 80% de los internautas usa el móvil mientras ve la TV, o que el 70% está satisfecho con la publicidad móvil, principalmente de Tecnología, Viajes, Cine, Moda, Música, Restaurantes y Videojuegos, y que 7 de cada 10 usuarios usa la banca mobile todos los meses.

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Según la nota de prensa enviada a BA&SConsulting, estos son algunos de los datos que se pueden estudiar en el informe:

Dimensionamiento del mercado: En España hay 15.4 millones de usuarios de Smartphone (95% de usuarios con móviles), destacando el liderazgo de Samsung (33%) frente a Iphone (12%), LG (10%) o Sony (9%). Las marcas Huawei y BQ doblan su presencia respecto a años anteriores, situándose en un 9% y un 7% de penetración respectivamente. En cuanto a sistemas operativos, Android supone ya el 84% del mercado frente al 12% de iOS y 3% de Windows.

Actividades Internet móvil: El Smartphone es ya el principal dispositivo de acceso a internet (85% a diario) en detrimento del PC (67%) o la tablet (45%). Aumenta casi una hora el tiempo  de uso, pasando a 3:23 hrs. cada día (frente a las 2:32 hrs de hace un año). El uso en tablet, sin embargo, cae 15 minutos, situándose en 1:41 hrs. a diario. Las actividades sociales y lúdicas son diarias en mobile y semanales en tablet. En cuanto al  uso de una de las apps más utilizadas Whatsapp, se observa que 1 de cada 4 usuarios llama a diario y 1 de cada 2, llama al menos 1 vez al mes. Las aplicaciones de banca  mobile son usadas por 7 de cada 10 usuarios al menos 1 vez a mes.

Apps: Los usuarios tienen 13 apps por Smartphone, destacando Whatsapp (75% usuarios), Facebook (48%), apps del tiempo (25%), Juegos (23%), Twitter (22%), eMail (20%) y Banca (19%). Las apps del tiempo han multiplicado por 3 su presencia en un año (del 8% al 25%), así como las apps de Banca (del 7% al 19%). En tablet se tienen 9 apps de media, siendo la lista muy similar a móvil, con la diferencia de que está más extendida la app de Youtube (19%) y menos la de WhatsApp (18%). Se observa más presencia de juegos en tablet (37%) que en Mobile (23%). El uso de apps de banca aumenta más del doble (del 6% al 14%).

Aumenta el número de gente que ha pagado por App (46%), aunque de éstos, dos tercios pagaron sólo por Whatsapp. El 52% prefiere apps gratis, el 34% freemium y el 14% de pago.

Publicidad móvil: 1 de cada 2 usuarios ha clicado en publicidad mobile, siendo la experiencia muy satisfactoria para el 70%. En cuanto a publicidad en tablet, 4 de cada 10 usuarios ha clicado siendo su satisfacción aún mayor que en mobile (75%). La publicidad que más interesa es de Tecnología, Viajes, Cine y Series, Moda, Música, Restaurantes y Videojuegos, tanto en móvil como tablet. Los usuarios, al clicar en publicidad, quieren ir a la web de la marca o recibir un descuento.

Además en el informe IAB se estudian los siguientes temas relacionados con la publicidad móvil, según la web IAB y la nota de prensa enviada a BA&SConsulting:

• Second screen viendo TV.
• Mobile en el Internet de las cosas.
• eMail vs SMS.
• El móvil en el proceso de compra.

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Es importante ofrecer un aspecto profesional; para tus comunicaciones, presentaciones, informes, presentaciones y transparencias, utiliza una dirección personalizada con Google Apps for Business. Las sencillas y, a la vez, potentes funciones de Google Apps for Business te ayudan a desarrollar tu marca y a agilizar el trabajo.

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Consulta el correo electrónico, comparte archivos, edita documentos, participa en videoconferencias y mucho más, ya estés desplazándote, en la oficina o en casa. Puedes continuar el trabajo donde lo dejaste desde un ordenador, una tableta o un teléfono. La potente configuración administrativa te proporciona un control absoluto sobre los usuarios, los dispositivos, la seguridad y otros elementos. Tu información, tus informes y tus modelos de datos, siempre te pertenecen y se irán contigo si cambias a otras soluciones.

KPMG Global Consumer Executive Top of Mind Survey 2015

KPMG’s recent survey of 539 senior consumer executives revealed that this year’s top priority—across consumer businesses of all types, sizes and in all geographies—is clearly on expansion and top line growth.

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The issue – and the focus of this year’s Top of Mind report – is on the hard-edged choices consumer organizations need to address in order gain the advantage they need to achieve their growth goals, ensures KPMG´s web site.

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To stand still is to fall behind, provides insight into the strategies that thesurvey respondents plan to use to achieve top line growth, as well as insight into some potential areas of concern. The report touches on six levers—classified as either drivers, enablers or potential derailers—that are likely to exert the most influence on a company’s ability to grow revenues in the coming years.

Consumer manufacturing and retail executives that have insight and/or influence regarding their company’s global strategy. the survey results were analyzed and discussed with a number of consumer sector professionals at kPMG and the CGF around the world, as well as with C-suite office holders within the industry. 

The purpose of this research is to provide perspectives to our readers that can help them assess the strategy and focus of their own companies.

The cases and insights included throughout the report can help executives identify factors or trends that may need more attention, or to more fully appreciate the challenges and execution strategies of their industry peers.

As you read through the report, please evaluate the implications of the issues covered to your own business and consider how, in the dynamic consumer industry, “the optimal time is usually long before you think it’s the optimal time.” In the race for continuous growth, those that choose to stand still are actually falling behind. 

KPMG also want to extend a special thank you to the executives who gave their time and insights to inform our research. the full report can be downloaded at kpmg.com/CMsurvey

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Switching to Google Apps is easy for IT and for end-users. With data migration capabilities for all common legacy systems included at no extra cost, companies can transition quickly and with minimal disruption. Google Apps offers users the familiar experiences of Gmail, Google Calendar, Google Drive, Docs, Sheets, Slides and other tools already used by hundreds of millions of people in their personal lives, so minimal training and support are required.

Oliver Wyman TEN IDEAS VOLUME 2

The idea that commercial success depends on satisfying your customer has existed since the turn of the 20th century. 

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American retail magnates popularized the saying “the customer is always right” at about the same time French executives coined the phrase “le client n’a jamais tort.” In Germany, business leaders pioneered the concept “der Kunde ist König” – the customer is king, ensures Oliver Wyman´s website.

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Yet today, few businesses can keep up with customers’ shifting demands. Thanks to the Internet, consumers can easily compare products and services and can access impartial reviews in seconds. Consumers also have more choices: Twenty years ago, if you wanted a product you had to buy it from your local store. If you wanted a loan, you had to go to your local bank. And if you wanted electricity, you had one local power company to choose from. That is no longer the case.

In our era of persistently changing and ever-rising customer expectations, businesses must anticipate the preferences of their newly empowered customers. When we talk with clients, some common challenges come up: One is that growth is now a zero-sum game between competitors, in which consumer choices rule. Another is the rise of disruptive business models, which offer customers better propositions, often enabled by new technologies.


A third is the shift from physical distribution to a digital or multi-channel model, which can put incumbents at a disadvantage to new entrants by forcing them to invest in digital advancements while running costly legacy physical assets.

The second edition of Ten Ideas from Oliver Wyman represents our latest thinking on what it takes for companies to remain relevant to their customers. We begin by looking at the importance of observing how other industries deal with empowered customers and basing innovations on customers’ positive experiences. Next, we explore how both the power and banking industries cope with customers who are also competitors. We then examine how evolving customer demands force companies to overhaul not just their products and services but also how they develop and deliver them. Finally, we turn to the healthcare industry to discover what it takes to re-orient empowered consumers.

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WEF & A.T. Kearney, Transforming Business, Driving Growth

To support the development of high-growth, innovation-driven economies across Europe, the Forum has focused for two years on fostering links between young, dynamic firms and large, established businesses.

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This WEF report highlights approaches and strategies that business leaders and policy makers can take to create sustainable, pioneering and innovation-focused collaborations that benefit all parties involved, ensures WEF Website.

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Geneva, Switzerland 5 August 2015 – European companies seeking to innovate should collaborate with young, dynamic firms. If not, innovation could stop being an engine for growth and prosperity for Europe. Those are the main findings of the Collaborative Innovation: Transforming Business, Driving Growth report launched by the World Economic Forum today.

Transforming Global Business Publicado el 19 ago. 2015

European companies and governments are increasingly turning to models of collaborative innovation, whereby established and incumbent companies partner with dynamic start-ups and younger firms, often giving them access to their facilities, network and markets. Examples featured in the report include: ABB and Solar Impulse; BT and RingCentral; Royal DSM and Niaga; and Siemens and Ayasdi.

Sigmar Gabriel, Vice-Chancellor and Federal Minister of Economic Affairs and Energy of Germany, cited the collaboration between large, well-known companies like Volkswagen, Bosch and Siemens, and the “German Mittelstand” as a best practice. “These firms work in large or small associations with market-oriented research establishments,” he said.

Antonio Pires de Lima, Minister of Economy of Portugal, added that collaborative innovation has played a major role in the recent financial and economic adjustment period, contributing decisively to a structural shift in the Portuguese economy and driving a significant gain in competitiveness.

The Collaborative Innovation: Transforming Business, Driving Growth report was produced by the World Economic Forum in collaboration with A.T. Kearney and European Innovation Management Academy IMP³rove.


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This approach is not just good for large companies – collaborative innovation is also a much-needed path to scale for innovative, entrepreneurial enterprises across Europe. Data featured in a recent World Economic Forum report on Alternative Investments show that Europe’s venture capital remains at less than one-fifth that of the US, meaning access to essential growth capital remains difficult for European innovators. In addition, China and India together attracted twice as much venture capital as the whole of Europe, further highlighting the catch-up occurring in emerging markets in terms of innovation vis-à-vis the European Union.

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Switching to Google Apps is easy for IT and for end-users. With data migration capabilities for all common legacy systems included at no extra cost, companies can transition quickly and with minimal disruption. Google Apps offers users the familiar experiences of Gmail, Google Calendar, Google Drive, Docs, Sheets, Slides and other tools already used by hundreds of millions of people in their personal lives, so minimal training and support are required.

WEF The Inclusive Growth and Development Report 2015

Amid increasing concerns about rising income inequality and its negative economic and social impact, the World Economic Forum, the international institution for public-private cooperation, today publishes a new contribution to the discussion.

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Around the world, no bigger policy challenge preoccupies political leaders than expanding social participation in the process and benefits of economic growth.

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 The report, which covers 112 economies, seeks to improve our understanding of how countries can use a diverse spectrum of policy incentives and institutional mechanisms to make economic growth more socially inclusive without dampening incentives to work, save and invest.

There is no bigger policy challenge preoccupying leaders around the world than expanding social participation in the process and benefits of economic growth and integration. A geographically and ideologically diverse consensus has emerged that a new, or at least significantly improved, model of economic growth and development is required.

But despite accumulating evidence that reducing inequality can actually strengthen economic growth, the political consensus about inclusive growth is still essentially an aspiration rather than a prescription. No internationally- recognized policy framework and corresponding set of indicators or measurable milestones has emerged to guide countries targeting broad-based progress in living standards, rather than economic growth per se, as the bottom- line measure of national economic performance.

Strong economic growth is the sine qua non of improved living standards. While a growing national economic pie does not guarantee that the size of every household’s piece will be larger, such an outcome is arithmetically impossible unless the overall pie does indeed expand. Growth creates the possibility of a positive-sum game for society, even if it does not assure it.

The extent to which economic growth broadens improvements in economic opportunity and living standards is influenced by an interdisciplinary mix of structural and institutional aspects of economic policy, going well beyond the two areas most commonly featured in discussions about inequality: education and redistribution.

Appreciation of the crucial role of institutions – particularly legal frameworks and public agencies that administer rules and incentives – in the development process has grown in recent decades, supported by an expanding body of research and practical experience. In fact, economic institution building has been a crucial part of the development path of essentially every country that has industrialized and achieved high living standards.

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BCG 2015 ECS Value Creators Report: Opportunities amid Uncertainty

More than seven years have passed since the onset of the financial crisis, and the engineering, construction, and services (ECS) industry has not yet fully recovered from the blow. 

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That’s reflected in the sector’s median annual total shareholder return (TSR), which has trailed the S&P 500 in three of the past five years. (The sector slightly outperformed the S&P 500 in 2010 and 2012.), explains BCG.

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Although many ECS companies benefited from the run-up in the broad U.S. equity market in 2013 and 2014, they continued to underperform on fundamental measures. Today, there are concerns about both current and future performance: the industry’s aggregate profit growth and valuation multiples continue to trail the S&P 500 by a sizable gap. Adding to worries about global competition and the pressure it puts on margins and win rates, management and investors alike are paying increasing attention to the construction sector’s low productivity and the potential for a prolonged slump in oil prices. 

The oil price slump is having decidedly mixed effects on ECS players. The pace of infrastructure construction is expected to accelerate in the developed markets whose economies continue to recover. But the multiples of ECS companies with extensive exposure to the energy sector, the main engine of the industry’s growth since the early years of this century, are not expected to reap the full benefit. A sustained slump will likely spur increased M&A activity as ECS companies build scale and attempt to diversify their order books beyond oil and gas projects.

This is The Boston Consulting Group’s third annual report on the ECS industry as seen through the lens of shareholders. In this year’s report, we have expanded the company sample to 75 to better reflect the full scope of global companies participating in ECS. This report is a companion piece to the seventeenth annual report in BCG’s Value Creators series. (See Value Creation for the Rest of Us: The 2015 Value Creators Report, July 2015).

The series provides detailed empirical rankings of the world’s top value creators and distills managerial lessons from their success. It also highlights significant trends in the global economy and world capital markets and describes how these trends are likely to shape future priorities for value creation. Finally, to help companies improve their management of value creation, the series provides details on BCG’s latest analytical tools and client experiences. 

About 60 percent of the top-quartile companies operate mainly in the Asia-Pacific region, reflecting in part the heavy presence of Japanese companies. The remaining emerging-market players in the top quartile are based in Latin America.

European companies made a strong showing relative to other developed-market players and account for one-fifth of the top quartile. North American companies are absent from the top quartile, which was not the case in the first decade of this century, when North America was consistently represented.

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McKinsey Can long-term global growth be saved?

Over the past 50 years, global economic growth was exceptionally rapid. The world economy expanded sixfold. Average per capita income almost tripled. Hundreds of millions of people were lifted out of poverty.

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Yet unless we can dramatically improve productivity, the next half century will look very different. The rapid expansion of the past five decades will be seen as an aberration of history, and the world economy will slide back toward its relatively sluggish long-term growth rate, explains McKinsey´s website.

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The problem is that slower population growth and longer life expectancy are limiting growth in the working-age population. For the past half century, the twin engines of rapid population growth (expanding the number of workers) and a brisk increase in labor productivity powered the expansion of gross domestic product. Employment and productivity grew at compound annual rates of 1.7 percent and 1.8 percent, respectively, between 1964 and 2014, pushing the output of an average employee 2.4 times higher. Yet this demographic tailwind is weakening and even becoming a headwind in many countries.

The net result is that employment will grow by just 0.3 percent annually during the next 50 years, forecasts a new report from the McKinsey Global Institute (MGI)—Global growth: Can productivity save the day in an aging world? Even if productivity growth matches its rapid rate during the past half century, the rate of increase in global GDP growth will therefore still fall by 40 percent, to about 2.1 percent a year (Exhibit 2). Our new normal would then be economic growth slower than it was during the past five years of recovery from the Great Recession and during the energy-crisis decade of 1974 to 1984. Per capita income and living standards, in both the developed and the emerging worlds, will rise more slowly.

Global employment growth has been slowing for more than two decades. By around 2050, our research finds, the global number of employees is likely to peak. In fact, employee headcounts are already declining in Germany, Italy, Japan, and Russia; in China and South Korea, they are likely to begin falling as early as 2024. While there is significant scope for policies that boost labor-market participation among women, young people, and those over the age of 65, that will be far from easy. Employment growth could double, to 0.6 percent, in the countries we studied: the G19 (the G20 without the European Union as a composite member) plus Nigeria—economies that account for 63 percent of the world’s population and 80 percent of global GDP. But that will happen only if each gender and age group, throughout these countries, closes the employment gap with the high-performing economies. In any case, even a doubling of employment growth won’t fully counter the erosion of the labor pool.


The world isn’t running out of technological potential for growth. But achieving the increase in productivity required to revitalize the global economy will force business owners, managers, and workers to innovate by adopting new approaches that improve the way they operate.

Our study found that about three-quarters of the potential productivity growth comes from the broader adoption of existing best practices, or catch-up improvements. The remaining one-quarter—counting only what we can foresee—comes from technological, operational, or business innovations that go beyond today’s best practices and push the frontier of the world’s GDP potential. Efforts to improve the traditionally weak productivity performance of the large and growing government and healthcare sectors around the world will be particularly important.

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EY Global Capital Confidence Barometer 2015

Innovation, complexity and disruption define the new M&A market

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2th Global Capital Confidence Barometer finds the global M&A market maintaining the positive momentum that developed during 2014. For the first time in five years, more than half our respondents are planning acquisitions in the next 12 months, as deal pipelines continue to expand.

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Executives express increasing optimism in the global economy, with much broader consistency across geographies than in 2014. This economic optimism, combined with steady confidence in corporate earnings and other leading market indicators, is fostering an environment where companies are preparing bolder moves, including M&A, to generate future value.

Our survey reveals three key reasons for the sharp increase in dealmaking intentions. First is the arrival of new entrants — both startups and companies returning to the market after staying on the sidelines for several years. Second, divergent economic conditions are accelerating cross-border M&A, as existing momentum in many developed markets is further fueled by falling oil prices and currency fluctuation. And third, disruptive innovation is driving dealmaking at every level of the enterprise.

Of course, challenges remain prominent on the boardroom agenda. Greater volatility in commodity and currency markets, geographic divergence in economic conditions and monetary policies, and lingering geopolitical concerns all present complexity. 

As well, rapid technological change is creating new risks such as cybersecurity, which has emerged as a core business issue that must be managed as part of the dealmaking process.

Notwithstanding these risks, the overall view in this Barometer is of a global M&A market on an upswing after years of crisis. Companies are learning to create opportunity and drive growth amid a more competitive economic and geopolitical landscape. After a half-decade of stagnation, we are seeing the bold beginnings of a new kind of M&A market — one marked by innovation, complexity and disruptive change.

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Switching to Google Apps is easy for IT and for end-users. With data migration capabilities for all common legacy systems included at no extra cost, companies can transition quickly and with minimal disruption. Google Apps offers users the familiar experiences of Gmail, Google Calendar, Google Drive, Docs, Sheets, Slides and other tools already used by hundreds of millions of people in their personal lives, so minimal training and support are required.

Gartner Magic Quadrant for Business Analytics Services, Worldwide

This new Magic Quadrant evaluates full-service providers for a broad range of implementation services across multiple business analytics (BA) engagements. 

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Gartner clients can use this Magic Quadrant to help identify and evaluate the providers of a broad range of BA services for their organization. Business analytics services encompass decision management capabilities, analytics capabilities and information management (IM) capabilities.


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This Magic Quadrant is not suitable for clients looking for best-of-breed service providers for a specific module, application or industry. Gartner documents covering CRM services, Oracle services, SAP services, supply chain services and testing services are better-suited for such purposes.

There are hundreds of service partners worldwide offering BA services. This Magic Quadrant assesses 17 of the leading providers. Each provider has its own strengths and weaknesses, and each is more suitable for some types of engagements and some clients/industries than others. Many capable providers, not included in this study due to our inclusion criteria and methodology, may be a better fit for specific BA implementation projects, depending on module, resourcing objectives, size of project, geography and other factors.

BA solution services include professional services offerings to optimize an enterprise's processes and integrate related technology, applications and platforms, which include application-related work in order to enable BA systems through information analysis and IM initiatives.

These service offerings include consulting and implementation (strategy, design, develop, deploy), as well as management and support for specific processes, functions, applications or initiatives in user organizations.

They include program strategy and definition, data preparation, tool and application evaluation and selection, program development (implementation), training, scientific method for discovery and exploration, engineering solutions for access (monitoring), analyzing information (data use), governance of information (data management), organizational change (people and processes), IT operations management, and managed services for commercial and proprietary platforms. Solution services provide effective alignment and integration based on the Gartner Business Analytics Framework.

This new Magic Quadrant evaluates providers specifically on the execution of consulting and implementation services, and it also evaluates the total vision provided for BA solutions.

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Switching to Google Apps is easy for IT and for end-users. With data migration capabilities for all common legacy systems included at no extra cost, companies can transition quickly and with minimal disruption. Google Apps offers users the familiar experiences of Gmail, Google Calendar, Google Drive, Docs, Sheets, Slides and other tools already used by hundreds of millions of people in their personal lives, so minimal training and support are required.

Google: Contar una historia significativa con datos

La mayoría de las organizaciones reconoce que para convertirse en una empresa de éxito basada en datos se necesitan consultores, data scientists y desarrolladores. 

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Sin embargo, muy pocas saben cómo utilizar los datos para contar una historia significativa con la que la audiencia se sienta identificada a nivel intelectual y emocional. Los profesionales del marketing son los responsables de contar esta historia y, como tales, actúan normalmente como el nexo entre los datos y las personas que necesitan obtener información a partir de ellos o tomar decisiones basadas en su análisis.

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Como responsables de marketing, podemos adaptar esa historia a la audiencia y utilizar de forma eficaz la visualización de datos para complementar la parte narrativa. Sabemos que los datos tienen un gran impacto, pero, unidos a una buena historia, resultan inolvidables.

Los ejecutivos y los directores reciben un bombardeo constante de paneles llenos de análisis y se esfuerzan por tomar decisiones basadas en datos porque desconocen las historias que estos esconden.

En este artículo, explicaremos cómo los profesionales del marketing pueden aportar un mayor significado a los datos a través de la narración.

En su vídeo "Persuasion and the Power of Story", la profesora de Marketing de la Universidad de Stanford Jennifer L. Aaker explica que las historias son significativas cuando permanecen en el recuerdo, causan un impacto y tienen carácter personal. A través del uso de ejemplos y elementos visuales interesantes, detalla la forma en la que las personas responden a la transmisión de mensajes cuando estos se proporcionan con estadísticas o mediante historias. Aunque afirma que captar la atención difiere considerablemente de transmitir mensajes, no da prioridad a una de estas acciones por encima de la otra. En su lugar, Aaker considera que el futuro de la narración incorporará estos dos aspectos y afirma: "Cuando los datos y las historias se utilizan de forma conjunta, conectan con la audiencia a nivel intelectual y emocional".

Es importante, según nuestro punto de vista BA&SConsulting, tal y como confirma nuestro CEO Mateo Rodrigo Guerrero Estébanez, comprender que no todo aquello que se publica tiene el objetivo de contar una historia, y mucho menos,  todo aquello que se publica tiene el objetivo de ser comprendido o leído como periodismo, o literatura, y que tras años de monopolio de la edición escrita por parte del cuarto poder, hoy en día, otros poderes, como el empresarial, editan, publican y tratan datos, única y exclusivamente con el objetivo de ser comprendidos y estudiados como información empresarial, de empresarios, y sobre alguna de las siete funciones de la empresa, ya sea de forma descriptiva de una realidad macro o micro, o predictiva, aunque si es así, que incluso en estos casos, una buena historia, ayudará a comprender e interiorizar los datos analizados.

Así por ejemplo, en un artículo de la revista Harvard Business Review titulado "How to Tell a Story with Data", Jim Stikeleather, executive strategist de Dell, clasifica a los oyentes en cinco categorías: principiantes, generalistas, gestores, expertos y ejecutivos. El principiante es nuevo en un tema, pero no quiere una simplificación excesiva. El generalista conoce el tema, pero le interesa una descripción general y los aspectos principales de la historia. El gestor desea conocer a fondo los entresijos y las interrelaciones de una historia, obtener información sobre la que pueda actuar y tener acceso a los detalles. El experto desea explorar y conocer más datos, y profundizar menos en la historia.

Por último, el ejecutivo necesita conocer la importancia y las conclusiones de las probabilidades ponderadas. Nuestro target BA&SConsulting podría formar parte de cualquiera de estos segmentos, ya que afortunadamente los departamentos de marketing de las empresas de consultoría cuyos informes indexamos y ofrecemos, están formados por algunos de los mejores profesionales del esta especialidad.

Crea tu propio informe profesional con Google Apps for Business:  http://goo.gl/s2JpHs
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Millones de organizaciones en todo el mundo confían en Google Apps for Business para el correo electrónico profesional, el almacenamiento de archivos, las videoconferencias, los calendarios compartidos, la edición de documentos y mucho más. Google Apps for Business es un paquete de aplicaciones de productividad basado en la nube que ayuda a los equipos a comunicarse, colaborar y trabajar desde cualquier lugar y dispositivo. Es fácil de configurar, usar y administrar. Así, tu empresa se puede centrar en las cuestiones que realmente importan.

Es importante ofrecer un aspecto profesional; para tus comunicaciones, presentaciones, informes, presentaciones y transparencias, utiliza una dirección personalizada con Google Apps for Business. Las sencillas y, a la vez, potentes funciones de Google Apps for Business te ayudan a desarrollar tu marca y a agilizar el trabajo.

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Consulta el correo electrónico, comparte archivos, edita documentos, participa en videoconferencias y mucho más, ya estés desplazándote, en la oficina o en casa. Puedes continuar el trabajo donde lo dejaste desde un ordenador, una tableta o un teléfono. La potente configuración administrativa te proporciona un control absoluto sobre los usuarios, los dispositivos, la seguridad y otros elementos. Tu información, tus informes y tus modelos de datos, siempre te pertenecen y se irán contigo si cambias a otras soluciones.

Deloitte: Strategy, Digital Transformation.

La estrategia: clave para triunfar en la transformación digital. El estudio ‘Strategy, not Technology, Drives Digital Transformation’ concluye que el motor de la transformación digital es la estrategia y no la tecnología.

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¿Qué impulsa la transformación digital? Según el estudio ‘Strategy, not Technology, Drives Digital Transformation’, realizado por MIT Sloan Management Review y Deloitte University Press, el motor de este profundo cambio hacia la digitalización es la estrategia y no la tecnología.

Acceda ahora a la web del informe Deloitte

Este informe, basado en las respuestas de 4.800 ejecutivos de 27 industrias y 129 países, concluye además que un negocio no se puede reinventar digitalmente a menos que tenga una estrategia digital clara que cuente con el apoyo de la alta dirección. Y es que son precisamente los líderes de la organización los responsables de fomentar una cultura que se adapte a los cambios y donde el riesgo juegue un rol clave.

Principales conclusiones del estudio:

La estrategia impulsa la madurez digital. Solo el 15% de los encuestados que trabajan en compañías poco maduras en términos digitales creen que sus empresas tienen una estrategia digital clara. Sin embargo, esta cifra alcanza el 80% cuando se trata de negocios muy evolucionados digitalmente.

El poder de una estrategia de transformación digital radica en su alcance y sus objetivos. Las empresas menos maduras digitalmente tienden a centrarse en tecnologías individuales y en los aspectos más operativos. En cambio, las compañías más maduras apuestan por una transformación completa del negocio.

La gestión del talento. Las empresas más maduras digitalmente hablando son hasta cuatro veces más efectivas a la hora de formar a sus empleados y dotarles de las habilidades necesarias para adoptar la transformación digital que las empresas con un nivel de madurez más bajo.

Los profesionales quieren trabajar para líderes digitales. La mayoría de los profesionales de entre 22 y 60 años quieren trabajar para empresas digitales. Estos empleados están constantemente buscando nuevas oportunidades profesionales y, por esta razón, las compañías no solo tendrán que atraer su talento, si no también retenerlo.

Arriesgar se convierte en la nueva norma cultural. Las empresas que están muy evolucionadas digitalmente se sienten más cómodas a la hora de adoptar riesgos. Para llegar a este punto, los líderes tienen que haber interiorizado previamente el fracaso como clave de su futuro éxito.

Liderar con el ejemplo. Más de la mitad de los participantes pertenecientes a empresas que están muy evolucionadas digitalmente afirman que la transformación en su compañía está liderada por una sola persona o grupo. Además, casi dos tercios indicaron que esta persona o grupo forma parte de la alta dirección. En cambio, solo un 34% de las compañías menos maduras digitalmente cuentan con un único líder o grupo dirigiendo la transformación.

Crea tu propio informe profesional con Google Apps for Business:  http://goo.gl/s2JpHs
Work Better Together from Anywhere... Pruébalo Gratis !!!

Millones de organizaciones en todo el mundo confían en Google Apps for Business para el correo electrónico profesional, el almacenamiento de archivos, las videoconferencias, los calendarios compartidos, la edición de documentos y mucho más. Google Apps for Business es un paquete de aplicaciones de productividad basado en la nube que ayuda a los equipos a comunicarse, colaborar y trabajar desde cualquier lugar y dispositivo. Es fácil de configurar, usar y administrar. Así, tu empresa se puede centrar en las cuestiones que realmente importan.

Es importante ofrecer un aspecto profesional; para tus comunicaciones, presentaciones, informes, presentaciones y transparencias, utiliza una dirección personalizada con Google Apps for Business. Las sencillas y, a la vez, potentes funciones de Google Apps for Business te ayudan a desarrollar tu marca y a agilizar el trabajo.

Crea tu propio lugar e commerce con Google Apps for Business:  http://goo.gl/s2JpHs