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My Portfolio

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  • 1. PortfolioAmisha Mulji-2013
  • 2. IntroductionHello,Thanks for the opportunity to share my work andexperience with you.Please click on images for work samples and linksto websites.Best Regards,Amisha682-557-0683Amisha.mulji@gmail.com
  • 3. LinksSocial Media and Professional InformationResume
  • 4. PerspectiveAmicable and adaptable marketing“The big shift happening for marketing is moving it from a costcenter to a revenue generator. Data is fueling that revolution.Marketing will no longer be that fuzzy activity many others in thecorporate structure view as fluff.”- Commarts DailyCommunica)ng  in  the  right  way  to  the  right  audience  solves  the  problem  of  trying  to  convince  to  conversion.  Direct and to the point marketing is more effectivethan beating around the bush.Intuitive brandingCross platform integration
  • 5. Experience•  Marketing!•  Business development/sales!•  Social media management!•  Website management/content creation!•  Strategic analysis!•  Financial and economic analysis!
  • 6. Marketing•  Proposal creation!•  Analytics translation!•  Online marketingstrategies!•  Social Media!•  Market Research!Note: Images not linked
  • 7. Marketing Samples•  Email marketingcampaigns!•  PR!•  Sales/marketingpresentations!•  Print collateral!http://online.wsj.com/article/PR-CO-20130117-908847.htmlwww.milanicardiony.comNewsletter
  • 8. Marketing Proposal Samples
  • 9. Business Development/Sales•  Lead generation!•  Sales presentations!•  Partnership management!•  Competitive Analysis!•  Analytics!•  Product development!•  Direct Sales!•  E-commerce!
  • 10. Social Media Management•  Facebook Ads!•  Youtube Management!•  Pinterest boards!•  Content generation!•  Hootesuite integration!•  Cross platform marketing!Blog postsCampaignStrategy
  • 11. Website Management & Content Creationwww.sparkbysco.comwww.salubriousco.com
  • 12. Strategic Analysis        Apple  Itunes  (  Hult  Interna)onal  Business  School,  London  UK)    Using  the  REALIZE  framework,  we  write  a  series  of  Memos  to  the  CEO  of  a  company,  outlining  how  they  could  improve  on  strategies  of  a  product  or  service  within  the  company.  _________________Zeal- Quick Wins_________________Apple  Inc  Dear  Mr.  Johnson,    The  previous  five  memos  have  all  detailed  strategic  processes,  leadership  and  goals  for  the  future.  Long  term  strategy  is  important  for  Apple  ITunes  to  build  and  maintain  business.  The  smaller  wins,  however,  are  just  as  important,  in  order  to  maintain  employee  sa)sfac)on  and  company  moral.  The  following  Quick  Win  framework  will  discuss  why  Quick  Wins  are  important,  what  aRributes  they  should  have,  and  an  effec)ve  communica)on  strategy  to  use  when  implemen)ng  them.  Why?  Quick  wins  are  useful  to  build  employee  confidence  in  the  company,  strength  corporate  morale,    Increase  faith  in  the  company,  and  subdue  cri)cs.  These  ac)vi)es  should  result  in  short  term  posi)ve  effects  for  the  company  and  also  not  be  indispensible  in  company  strategy.        Quick  Wins  for  ITUNES  The  following  quick  wins  are  suggested  for  the  next  6  months  •  Customer  collabora)on  with  ITunes  developers  to  create  new  music  lists  •   Products  for  sale:  to  improve  differen)a)on  •  Offer  set  amount  of  free  music/downloads  to  new  markets,  such  as  Schools  and  emerging  countries:  to  increase  scale  •  Contract  with  a  service  provider,  such  as  BBC  news,  to  offer  interac)ve  access  to  news.  What  should  be  included  in  a  Quick  Win?  There  are  4  measureable  aRributes  a  quick  win  should  have  in  order  to  be  effec)ve.  Each  criteria  lists  specific  ways  to  measure  if  the  above  quick  wins  have  what  it  takes  to  successfully  improve  corporate  and  employee  morale.  Quick  Wins                      The  above  quick  win  plan  is  recommended  to  effec)vely  implement  this  segment  of  the  REALIZE  framework.  The  final  memo  will  discuss  ensuring  accountability  through  the  balance  scorecard.  Quick  Wins      Visible  Will  employees  see  visible  changes  from  Quick  Win?  Will  Management  see  tangible  benefits  from  resource  alloca)on?      Unambiguous  Easy  to  implement  concrete  tasks  for  Quick  Win?    Will  these  result  in  successful  outcomes?  Meaningful  Will  this  make  a  difference  to  stakeholders?  Is  this  related  to  the  transi)on  process?  Achievable  Possible  to  achieve  in  a  short  )me?  (  2  weeks,  1  month)  Are  there  enough  resources  to  allocate  for  this  ini)a)ve?    
  • 13. Financial & Economic AnalysisFuture  Outlook  for  Sri  Lanka/Japan  Economies,  March  2011  (Asha  Phillips  Securi)es,  Sri  Lanka)  Sri  Lanka  has  a  posi)ve  outlook  on  the  poten)al  economic  impact  of  Japan,  but  oil  prices  may  be  a  concern.  Japan,  though  a  substan)al  investor  in  Sri  Lanka,  does  not  pose  a  direct  effect  on  exports  or  imports  from  Sri  Lanka.  Manufacturers  in  Japan  have  back  up  plants  and  factories,  making  the  output  of  products  only  a  small  issue.  The  emana)ng  threat  to  Sri  Lanka  and  other  world  economies  would  be  Japans  decision  to  subs)tute  oil  and  coal  power  for  its  nuclear  power  genera)on.    The  Brent  Crude  oil  price  fell  below  $110  per  barrel  on  Tuesday,  fueling  further  concern  in  world  economies.    While  analysts  expect  the  Japanese  crude  oil  demand  to  decrease,  in  light  of  the  earthquake  and  tsunami,  therefore  driving  the  price  of  oil  down  in  the  short  term,  the  pending  decision  on  fiscal  direc)on  by  the  Japanese  government  could  drive  prices  back  up.  Over  the  next  few  months,  China,  India,  Indonesia,  Korea,  the  Philippines,  Singapore,  Sri  Lanka  and  Taiwan  are  expected  to  )ghten  their  monetary  policies,  states  to  Central  Bank  Deputy  Governor  Dheerasinghe.  The  market    vola)lity  could  delay  implementa)ons,  leaving  the  risk  of  having  to  further  )ghten  the  market  to  make  up  for  holdups  and  expected  rising  infla)ons.