Effective strategic and competitive intelligence requires market-specific input which only the field can provide. Garnering this level of cooperation is difficult within headquarters, let alone in far-flung regional offices around the world. This presentation is designed to equip resource-constrained intelligence leaders to create powerful and localized toolsets by efficiently collaborating with local sales and marketing teams.

1. Going Global: How to Build Local Intelligence Toolsets on a Shoestring Ellen Julian, Monster Worldwide Mike Ray, Best Buy 1

2. Agenda Strategies for engaging local collaborators Frameworks for globalization Tips for leveraging sales tool assets 2

3. 5 things to know about With a presence in over 60 countries we’re a global job matching engine Our mission is to inspire people to improve their lives We’ve built the largest career-specific advertising network across the internet We facilitate over 20 niche professional networks We offer really Cool Jobs – such as New Voice of the AflacDuck, PopChips’ VP of Pop Culture, and Alicia Keys’ head blogger 3

4. 5 things to know about We are a Fortune 500 company with sales of $50 Billion US Our Mission is to make technology deliver on its promises Best Buy consists of 180,000 employees who apply their talents to help bring the benefits of these brands to life for customers In fiscal 2011, the company donated approximately $25 million to improve the vitality of the communities where its employees and customers live and work. Best Buy consists of nearly 4,200 stores world wide, including operations in Canada, Mexico, Europe and China 4

5. 5 CI/S Is there benefit in viewing your CI/Strategy capability as a business/consultancy to your key internal client set? What team discipline does that generate? How does your ‘product assortment’ sell to your international partners? How do your products connect to their unique needs, where they are in their business cycle?

6. Qu Questions and Strategies 6

7. Partner Network – Strong vs. W vs. Weak Ties “Strong ties require a continuous investment of time and effort to maintain.” -Networks, Crowds and Markets 7 Birds of a feather- a Modern day Quidditch team

8. Com Communication is Key Educate, communicate and build relationships Increase participation Identify new needs Build momentum from early successes Leverage attention-grabbing communication strategies Harvest best practices and testimonials 8

9. Ne Next Steps Map out your efforts Set up regular network partners meetings Develop priority list Map how frequently information will be updated with Key Clients Establish policies for content distribution 9

10. Resources Networks, Crowds and Markets , David Easley and Jon Kleinberg, Cambridge University Press, 2010 Creating and Maintaining a Global Experts Database, Jayant Chandra, SCIP Magazine May-June 2008 CI in a Global Context , Bonnie Hohhof, July-Aug 2005 Going Global - CI in the Multinational Environment , Erik Glitman, SCIP Magazine Sep-Oct 2007 The International Connection: Developing and Maintaining a Global Expert Network, Eric Badertscher and Kathy Reese, SCIP Magazine Nov-Dec 2007 10

11. Questions? 11