LinkedIn ya permite compartir fotos y documentos en las actualizaciones – vía @TreceBits


La red profesional ha comenzado a añadir la funcionalidad en todos los perfiles de los usuarios

De la misma manera que podemos actualizar nuestro estado en LinkedIn o compartir el enlace de una noticia interesante, ahora la red profesional también nos permite compartir una fotografía, una presentación o un documento directamente en nuestra página de inicio.

El poder compartir elementos gráficos es una funcionalidad a la que ya estamos totalmente acostumbrados en otras redes como Facebook, pero posiblemente muchos habrían echado de menos la posibilidad en LinkedIn.

Sin embargo a partir de ahora sí la podrán utilizar. Desde ayer jueves la red profesional ha comenzado a añadir la funcionalidad en todos los perfiles de los usuarios, de manera gradual, y asegura que en las próximas semanas todos podremos compartir presentaciones, documentos pdf… y fotografías.

Artículo completo 🙂

(+) relevante ‘ outstanding | game-changer.net | Jorge Barba…


Powerfule Strategic Thinking technique for non-strategic thinkers


how to get better at strategic thinking

How can you get better at strategic thinking? Or in other words, “How do you improve your thought process?” One of the keys to becoming a great leader is to constantly improve your strategic thinking, so you can adjust to new global realities.

The first step is to accept that you are not right most of the time. You have to “constantly” question your own opinions. One way to do this is to surround yourself with people who don’t think like you. People who will question you. Make these people a key part of your team because what you don’t want is to be surrounded by YES men.

Another tip is learn game theory. Game theory is the study of strategic decision making. And strategic thinking is all about making better decisions. Game theory provides you tools to help you gain added perspective to generate alternative views. If you have added perspective, you’ll be able to anticipate and think critically about what may lay ahead; which are key strategic thinking habits.

Anyway, here a few simple and cost-effective ways to begin developing your strategic thinking ability: Continue reading 

Microsoft muestra estudio sobre el impacto de revelar información personal

n el marco del día de la privacidad de los datos en Internet (que es el 28 de enero), una fecha poco conocida pero que le gusta conmemorar Microsoft, la compañía dio a conocer los resultados de un estudio que realizaron para saber el impacto que produce en las personas el revelar información personal en la red, tal como se hace en Facebook u otra clase de servicios afines.

Se descubrió que el 56% de los adultos consultados no piensa en las consecuencias que tienen sus actividades en línea, con un 14% afirmando que éstas les han traído daños a su vida en el mundo real. Porque de este 14% afectado, un 21% fue despedido de su trabajo, un 16% perdió la oportunidad de conseguir empleo, otro 16% perdió su seguro médico, el 14% no pudo ingresar a la universidad que deseaban y a un 15% le negaron una hipoteca.


Juan Pablo Oyanedel
http://www.fayerwayer.com/2012/01/microsoft-revela-estudio-sobre-el-impacto-de-revelar-informacion-personal/

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dp11111111

En el marco del día de la privacidad de los datos en Internet (que es el 28 de enero), una fecha poco conocida pero que le gusta conmemorar Microsoft, la compañía dio a conocer los resultados de un estudio que realizaron para saber el impacto que produce en las personas el revelar información personal en la red, tal como se hace en Facebook u otra clase de servicios afines.

Se descubrió que el 56% de los adultos consultados no piensa en las consecuencias que tienen sus actividades en línea, con un 14% afirmando que éstas les han traído daños a su vida en el mundo real. Porque de este 14% afectado, un 21% fue despedido de su trabajo, un 16% perdió la oportunidad de conseguir empleo, otro 16% perdió su seguro médico, el 14% no pudo ingresar a la universidad que deseaban y a un 15% le negaron una hipoteca.

Los niños no están exentos de este problema, pues alrededor de un 50% de los infantes entre 8 y 17 años tampoco toma en cuenta el impacto de sus actividades al momento de hacerlas, a la vez que sólo el 43% de los padres se preocupan de este ámbito en la vida de sus hijos.

Estos efectos son bastante profundos y dan para preocuparse, por lo que Microsoft llama a cuidar los datos personales con diversas acciones:

  1. Monitorear tu reputación. Esto significa buscarte a ti mismo en Google o servicios de esa clase.
  2. Hablar con tus hijos acerca de las consecuencias de compartir información personal en Internet.
  3. Si alguien conocido está teniendo una mala influencia sobre tu reputación en línea, ya sea etiquetando donde no debe o cosas por el estilo, hay que hablar con ellos para que dejen de hacerlo.
  4. Finalmente, las redes sociales y portales generalmente ofrecen buenas opciones de privacidad, sólo que el usuario no sabe utilizarlas. Aprende a hacerlo y hazlo.

Una infografía (en inglés) a continuación:

Link: Microsoft offers survey on online sharing and consequences (Neowin)

When Should You Nickel-and-Dime Your Customers?

Keep It Simple: The Case for Combining Price Components

So the advantages of price partitioning imply that, as a manager, it’s better to offer a low base price and then hit consumers with a litany of small fees at checkout, right? Not so fast, say researchers who study a phenomenon called “shipping-charge skepticism.”5 Experimental research shows that some consumers strongly dislike paying for shipping. For those consumers, offers that include shipping in the total price are more attractive than offers that partition the price of the product and shipping into separate components. Data from customers using shopping bots (computer programs that search Internet commerce sites for the best prices — Google Inc.’s Froogle, would be an example) — to purchase books online has demonstrated the same effect. Customers were found to be almost twice as sensitive to changes in shipping charges as they were to changes in the price of the books they were purchasing.6 This analysis suggests that combining shipping charges and the price of the books makes consumers willing to pay more for the bundle, making combined pricing more advantageous than partitioned pricing.

Under what conditions do combined prices make consumers more satisfied or willing to pay more than partitioned prices? In contrast to the examples of partitioned pricing (telephone and hotel bills), the prices for two different components of a product or service are often combined: Books or shoes ordered online may be shipped for free, new kitchen countertops are sometimes sold with free installation, and new cars may come with a five-year/50,000-mile warranty. The fact that combined prices are common in the marketplace suggests that, under some conditions, it must be advantageous for sellers to take this approach.

One reason for combining prices is to avoid highlighting components such as shipping charges that consumers would rather not think about, or a warranty that might make reliability more of an issue. For example, research conducted by one of the authors shows that when a consumer is considering the purchase of a refrigerator, partitioning the price of a warranty raises more concerns about the appliance’s reliability — hurting purchase likelihood — than partitioning a different component, such as an icemaker.7

Another reason for combining prices is to be upfront with consumers and avoid surprising them later with fees that may upset them, ruining customer goodwill. A resort stay that costs a lot more upon checkout than the customer expected may not be remembered favorably the next time the customer goes online to make reservations. Resorts like Club Med offer all-inclusive prices to help consumers relax while they’re on vacation. In a sense, this combined pricing strategy decouples the pleasure of consumption and the pain of paying, allowing consumption to be savored more fully.8 The price of a stay at Club Med may be high, but repeat business is good because consumers know the price upfront, and they aren’t reminded of the costs every time they enjoy a resort amenity or surprised at checkout by a long list of charges for the amenities they already enjoyed. This kind of goodwill may be why Southwest Airlines Co. recently advertised its “Freedom from Fees” policy, differentiating itself from airlines that add on fuel surcharges and charge fees for checked baggage. (It also eliminates all that yelling at the ticket counters.)
A Contingent Approach: The Strategy of Benefits-Based Price Partitioning

Although most managers are familiar with the concept of selling benefits — not features — in their marketing communications, this concept hasn’t been adopted as widely in the area of pricing, and particularly price partitioning. In this section, we describe why the approach of benefits-based price partitioning — pricing components based on customers’ sensitivity to the price of each component — can be a win for both managers and customers.

One of the reasons cost-plus pricing has continued to be popular among managers is that it has the advantage of being perceived as fair by consumers. Research indicates that customers believe companies are entitled to a reasonable profit margin and that cost-based price increases to preserve a company’s profit margin are fair, but they feel morally outraged when companies opportunistically increase prices to increase their profits. A classic article by Nobel Prize winner Daniel Kahneman and his colleagues illustrates this principle by showing that customers believe a cost-based increase in the price of snow shovels is fair, but a demand-based increase in the price of snow shovels during a snowstorm is unfair.9 Similar to cost-plus pricing, when managers use cost-plus price partitioning with a uniform profit margin across components, it is straightforward to justify why a specific price is being charged for a particular component.

However, keeping your profit margin constant across price components may not maximize either profit or customer satisfaction. Recent research we conducted shows that customers are more price sensitive for components that they feel provide them with less benefit (“low-benefit” components, such as installation or shipping) relative to components they feel provide them with more benefit (“high-benefit” components, such as auto parts or books).10 In other words, customers are happier to pay for some components (auto parts or books) than for others (installation or shipping). Thus, for customers buying books online, a price partition in which the profit margin on shipping is low — or even negative — and the profit margin on books is high will be systematically more attractive to customers than a partition of the same total price in which the profit margin on shipping and books is the same. Taken to the logical extreme, this strategy suggests that customers prefer combined pricing in which a component they don’t like paying for is included in a single total price, rather than partitioned pricing in which they pay some proportion of the total price for each component.

In contrast to a strategy in which the same profit margin is expected for each price component, benefits-based price partitioning suggests that profit margins should be higher for components for which customers are less price sensitive and lower for components for which customers are more price sensitive. By holding the total price constant, research shows that customers will be more likely to buy when components they don’t like are de-emphasized (either by decreasing their profit margin or by combining them into a total price) and components they do like are highlighted (either by increasing their profit margin or by partitioning them from other components). It’s hard to argue against a strategy that improves outcomes for both the seller (by increasing customer purchase intentions) and the customer (via greater customer satisfaction and perceived value) while keeping the total price constant.


http://sloanreview.mit.edu/
By Rebecca W. Hamilton, Joydeep Srivastava and Ajay Thomas Abraham

Every manager who’s ever set a price has had to wrestle with whether to “partition” the elements — charge separately for such things as shipping, installation or warranties — or to bundle everything into one price. Here’s how to decide.


If you’ve spent time at an airport recently, you’re likely to have overheard a conversation between a surprised non-frequent flyer and a ticket agent about fees for checked luggage. That exchange may have been a loud one if the airline was charging $25 (or more) per bag. Although charging separately for luggage allows airlines to advertise lower ticket prices, potentially increasing sales, incorporating baggage fees into the ticket price might increase the satisfaction of customers en route as well as raise the retention rate of check-in counter agents. And therein lies the rub.

When should a company “nickel-and-dime” customers by charging separately for various extras, and when is it better to keep things simple by combining all of the charges into one total price?

Before answering, consider another example: The price of wall-to-wall carpeting may or may not include the cost of installation or delivery to the customer’s home. Given that most customers neither own a vehicle large enough to transport a living-room–sized piece of carpeting nor have any desire to rent one, delivery is, for all intents and purposes, a required component of the purchase. If nearly all customers will be buying both carpeting and delivery, should the price of the carpeting include delivery or should the company charge for it separately?

The Leading Question

When should companies bundle charges, and when should they list them separately?

Findings
  • One size does not fit all. How you answer the question depends on many factors, including industry norms.
  • If you don’t follow industry norms, you will be at a disadvantage when people quickly comparison shop.
  • But moving away from the pack — for instance not charging passengers to check bags — could give you a competitive advantage.

On the one hand, assigning a separate dollar value to the delivery component would decrease the price per square foot that the company charges for their carpeting, making its prices appear more competitive when customers comparison shop. Charging separately for delivery also might increase the perceived value of the delivery service to customers and discourage absenteeism when the delivery truck is scheduled to arrive. On the other hand, if delivery is something customers really dislike paying for (like other shipping and handling charges), they might be much happier with the overall transaction if delivery charges were included in the price. Including free delivery could even increase the likelihood that they become repeat customers. Leer más “When Should You Nickel-and-Dime Your Customers?”

Breve historia del pensamiento económico II: de los Neoclásicos a los Neokeynesianos

A partir de la década de 1870, los economistas neoclásicos como William Stanley Jevons en Gran Bretaña, Léon Walras en Suiza, y Karl Menger en Austria, imprimieron un giro a la economía, abandonaron las limitaciones de la oferta para centrarse en la interpretación de las preferencias de los consumidores en términos psicológicos.

Al fijarse en el estudio de la utilidad o satisfacción obtenida con la última unidad, o unidad marginal, consumida, los neoclásicos explicaban la formación de los precios, no en función de la cantidad de trabajo necesaria para producir los bienes, como en las teorías de Ricardo y de Marx, sino en función de la intensidad de la preferencia de los consumidores en obtener una unidad adicional de un determinado producto.

El economista británico Alfred Marshall, en su obra maestra, Principios de Economía (1890), explicaba la demanda a partir del principio de utilidad marginal, y la oferta a partir del coste marginal (coste de producir la última unidad).


john-maynard-keynes-historia-del-pensamiento-economico

En el anterior artículo Sebastián Laza analizaba la historia del pensamiento económico desde sus orígenes, con el Mercantilismo y la Fisiocracia, pasando por Adam Smith hasta el Marxismo.

En el presente artículo se explica de una manera muy sencilla la economía desde la perspectiva de la Escuela Neoclásica, la Escuela Keynesiana y la Economía Analítica para desembocar en pensadores contemporáneos como Olivier Blanchard, Greg Mankiw o Ben Bernanke.

Imagen: John Maynard Keynes, uno de los economistas más influyentes del S. XX Fuente: Imageshack.

E. Escuela Neoclásica

La economía clásica partía del principio de escasez, como lo muestra la ley de rendimientos decrecientes y la doctrina malthusiana sobre la población.

A partir de la década de 1870, los economistas neoclásicos como William Stanley Jevons en Gran Bretaña, Léon Walras en Suiza, y Karl Menger en Austria, imprimieron un giro a la economía, abandonaron las limitaciones de la oferta para centrarse en la interpretación de las preferencias de los consumidores en términos psicológicos.

Al fijarse en el estudio de la utilidad o satisfacción obtenida con la última unidad, o unidad marginal, consumida, los neoclásicos explicaban la formación de los precios, no en función de la cantidad de trabajo necesaria para producir los bienes, como en las teorías de Ricardo y de Marx, sino en función de la intensidad de la preferencia de los consumidores en obtener una unidad adicional de un determinado producto.

El economista británico Alfred Marshall, en su obra maestra, Principios de Economía (1890), explicaba la demanda a partir del principio de utilidad marginal, y la oferta a partir del coste marginal (coste de producir la última unidad).

En los mercados competitivos, las preferencias de los consumidores hacia los bienes más baratos y la de los productores hacia los más caros, se ajustarían para alcanzar un nivel de equilibrio. Ese precio de equilibrio sería aquel que hiciera coincidir la cantidad que los compradores quieren comprar con la que los productores desean vender.

Este equilibrio también se alcanzaría en los mercados de dinero y de trabajo. En los mercados financieros, los tipos de interés equilibrarían la cantidad de dinero que desean prestar los ahorradores y la cantidad de dinero que desean pedir prestado los inversores.

Los prestatarios quieren utilizar los préstamos que reciben para invertir en actividades que les permitan obtener beneficios superiores a los tipos de interés que tienen que pagar por los préstamos.

Por su parte, los ahorradores cobran un precio a cambio de ceder su dinero y posponer la percepción de la utilidad que obtendrán al gastarlo. En el mercado de trabajo se alcanza asimismo un equilibrio.

En los mercados de trabajo competitivos, los salarios pagados representan, por lo menos, el valor que el empresario otorga a la producción obtenida durante las horas trabajadas, que tiene que ser igual a la compensación que desea recibir el trabajador a cambio del cansancio y el tedio laboral.

La doctrina neoclásica es, de forma implícita, conservadora. Los defensores de esta doctrina prefieren que operen los mercados competitivos a que haya una intervención pública.

Al menos hasta la Gran Depresión de la década de 1930, se defendía que la mejor política era la que reflejaba el pensamiento de Adam Smith: bajos impuestos, ahorro en el gasto público y presupuestos equilibrados.

A los neoclásicos no les preocupa la causa de la riqueza, explican que la desigual distribución de ésta y de los ingresos se debe en gran medida a los distintos grados de inteligencia, talento, energía y ambición de las personas.

Por lo tanto, el éxito de cada individuo depende de sus características individuales, y no de que se beneficien de ventajas excepcionales en el sentido que hablaba Marx.

En las sociedades capitalistas, la economía neoclásica es la doctrina predominante a la hora de explicar la formación de los precios y el origen de los ingresos.

De hecho la mayor parte de la Microeconomía que se estudia hoy en las universidades (a nivel de grado) se la debemos principalmente a ellos. Leer más “Breve historia del pensamiento económico II: de los Neoclásicos a los Neokeynesianos”

Japan Has More Than Just a Yen Crisis

Disappointment over token efforts resulted in exactly what Japan didn’t want: an even stronger yen, which has gone from 85.2 to the greenback on Aug. 23 to 84.4 on Sept. 1. Suzuki Motor Chairman Osamu Suzuki, who has built a big export business for his company’s sturdy little cars, speaks for many when he says of the currency: “I spend every day feeling anxious about this.”

So do politicians in Tokyo. That they are at a loss to do anything about it has Japan suffering the same fate as Aesop’s boy who warned of crisis so often that no one took him seriously anymore.

As the dollar and euro slide, the yen rises by default. Rarely before has it been so difficult for Japan to control its currency. The yen’s jump to a 15-year high says much about where Japan finds itself in 2010. Here are three specific things to consider about Japan’s plight.


The currency crisis is merely one symptom of the country’s general aversion to change after the boom-and-bust 1980s

By William Pesek

It’s the economy that cried wolf.

With growth slowing, deflation deepening, and the yen inexplicably surging in late August, Japanese policymakers pledged bold action. Bank of Japan Governor Masaaki Shirakawa rushed home from Jackson Hole, Wyo., to deal with the emergency. Investors braced for aggressive intervention. The media mobilized on Aug. 30 to cover Prime Minister Naoto Kan unveiling a fat stimulus package to counter the export-crimping effects of a strong yen. Then—nothing. Leer más “Japan Has More Than Just a Yen Crisis”