The document discusses the evolution of various C-suite roles including Chief Communications Officer, Chief Information Officer, SVP of Human Resources, Chief Financial Officer, and Chief Marketing Officer. It argues that these roles are shifting from functional specialists to strategic business partners and leaders who help drive innovation and business performance. The roles now require skills in collaboration, change management, and demonstrating business value in order to remain relevant in the future.
In partnership with Weber Shandwick, KRC Research conducted 23 in-depth, guided, qualitative interviews among C-level and other top executives to understand the challenges and opportunities of doing business in disruptive times.
Each year, Directions takes an in-depth look at an area of sustainability and communications. This time, we’re delving into the quite sizeable gap that still exists between business and society. It’s not the void that interests us so much as the question of how it can be shrunk.
How do we move from just minding the gap to actually mending the gap?
For more information, connect with @salterbaxterMSL or reach out to us on Twitter @msl_group.
MSLGROUP's Reputation Impact Indicator Study sheds light on the importance of corporate “mind space” – a measurement of how easily a person can relate to a company – in determining a brand or company’s reputation.
The study’s results demonstrate that “mind space” – meaning both how easily a person relates to a company and the nature of the connotations invoked - plays a different but equally important role in corporate reputation compared to people’s rational views about products, services, financial performance, corporate behavior and how those companies manage relationship with consumers.
Findings from our Reputation Impact Indicator study highlight key challenges facing global reputation managers today.
Download The Reputation Impact Indicator Study here: http://ow.ly/NLjIW
We hope you enjoy reading it and invite you to share your feedback and tips with us on Twitter @msl_group.
Follow #ReputationImpact on Twitter for insights from the report.
MSLGROUP Reputation Impact Indicator Study 2015 (China Edition)MSL
In the Age of Earned Trust, companies need a holistic approach to build a strong reputation that can facilitate success over time. The MSLGROUP Reputation Impact Indicator Study China edition highlights the China findings and provides insight into what drives the views held by the general public of some of the world’s best-known global corporate brands.
We hope you enjoy reading it and invite you to share your feedback and tips with us on Twitter @msl_group.
Follow #ReputationImpact on Twitter for insights from the report.
The Future of Reputation - People's Insights MagazineMSL
Our reputation management experts in France, Brazil, the US, UK, Germany, India, the Netherlands, China and Poland, explore the evolving definition of reputation, how it can be protected, and how its sustainability can be assured for the future.
MSLGROUP Reputation Impact Indicator Study 2015MSL
MSLGROUP has chosen to take a somewhat atypical approach to the study of reputation. Moving beyond simple rankings, or analyses of ‘drivers’ of reputation alone, we take a more holistic look at how a company must act to build a strong reputation that can facilitate success over time. The result of our research is this, the Reputation Impact Indicator study, part of MSLGROUP’s ongoing efforts to create better knowledge and tools for corporations to better understand how they can influence their reputation.
In the study, we have chosen to look at corporate reputation among a global general public. General public, because how they, as consumers and citizens, view corporations has a substantial and increasingly important impact on how other audiences view them. Global, because we live in an ‘always on’ and ‘on-demand’ world, where different audiences are constantly connected to each other. Today, more than ever, a multistakeholder perspective is necessary.
We hope you enjoy reading it and invite you to share your feedback and tips with us on Twitter @msl_group.
Follow #ReputationImpact on Twitter for insights from the report.
This year’s edition highlights five critical trends for communicators in the next 12-18 months. Each is brought to life with real-world examples, implications for businesses and a carefully curated selection of classes from innovative institutions worldwide.
The Study Guide is designed as both a primer and a resource to allow for deep-dives. We hope it piques your curiosity and gives you fluency in new elements of modern media and communications.
Fake news, ethics and professionalism in PRSarah Hall
A look at the implications of brand misplacement with particular reference to digital advertising and the role of the PR practitioner as reputation guardian and in mitigating risk
In partnership with Weber Shandwick, KRC Research conducted 23 in-depth, guided, qualitative interviews among C-level and other top executives to understand the challenges and opportunities of doing business in disruptive times.
Each year, Directions takes an in-depth look at an area of sustainability and communications. This time, we’re delving into the quite sizeable gap that still exists between business and society. It’s not the void that interests us so much as the question of how it can be shrunk.
How do we move from just minding the gap to actually mending the gap?
For more information, connect with @salterbaxterMSL or reach out to us on Twitter @msl_group.
MSLGROUP's Reputation Impact Indicator Study sheds light on the importance of corporate “mind space” – a measurement of how easily a person can relate to a company – in determining a brand or company’s reputation.
The study’s results demonstrate that “mind space” – meaning both how easily a person relates to a company and the nature of the connotations invoked - plays a different but equally important role in corporate reputation compared to people’s rational views about products, services, financial performance, corporate behavior and how those companies manage relationship with consumers.
Findings from our Reputation Impact Indicator study highlight key challenges facing global reputation managers today.
Download The Reputation Impact Indicator Study here: http://ow.ly/NLjIW
We hope you enjoy reading it and invite you to share your feedback and tips with us on Twitter @msl_group.
Follow #ReputationImpact on Twitter for insights from the report.
MSLGROUP Reputation Impact Indicator Study 2015 (China Edition)MSL
In the Age of Earned Trust, companies need a holistic approach to build a strong reputation that can facilitate success over time. The MSLGROUP Reputation Impact Indicator Study China edition highlights the China findings and provides insight into what drives the views held by the general public of some of the world’s best-known global corporate brands.
We hope you enjoy reading it and invite you to share your feedback and tips with us on Twitter @msl_group.
Follow #ReputationImpact on Twitter for insights from the report.
The Future of Reputation - People's Insights MagazineMSL
Our reputation management experts in France, Brazil, the US, UK, Germany, India, the Netherlands, China and Poland, explore the evolving definition of reputation, how it can be protected, and how its sustainability can be assured for the future.
MSLGROUP Reputation Impact Indicator Study 2015MSL
MSLGROUP has chosen to take a somewhat atypical approach to the study of reputation. Moving beyond simple rankings, or analyses of ‘drivers’ of reputation alone, we take a more holistic look at how a company must act to build a strong reputation that can facilitate success over time. The result of our research is this, the Reputation Impact Indicator study, part of MSLGROUP’s ongoing efforts to create better knowledge and tools for corporations to better understand how they can influence their reputation.
In the study, we have chosen to look at corporate reputation among a global general public. General public, because how they, as consumers and citizens, view corporations has a substantial and increasingly important impact on how other audiences view them. Global, because we live in an ‘always on’ and ‘on-demand’ world, where different audiences are constantly connected to each other. Today, more than ever, a multistakeholder perspective is necessary.
We hope you enjoy reading it and invite you to share your feedback and tips with us on Twitter @msl_group.
Follow #ReputationImpact on Twitter for insights from the report.
This year’s edition highlights five critical trends for communicators in the next 12-18 months. Each is brought to life with real-world examples, implications for businesses and a carefully curated selection of classes from innovative institutions worldwide.
The Study Guide is designed as both a primer and a resource to allow for deep-dives. We hope it piques your curiosity and gives you fluency in new elements of modern media and communications.
Fake news, ethics and professionalism in PRSarah Hall
A look at the implications of brand misplacement with particular reference to digital advertising and the role of the PR practitioner as reputation guardian and in mitigating risk
The World PR Report 2013, produced by the Holmes Report and ICCO, is a definitive report on the trends and issues facing the global PR industry, based on a survey of global agency heads. The report also includes research on the size and growth of the global PR industry, and a ranking of the world's 250-biggest PR firms.
The new Global Communications Report, produced by the Holmes Report in conjunction with University of Southern California’s Center for Public Relations, is the definitive study of the global public relations industry, featuring research, agency rankings and industry analysis.
Friending in High Places: Business Leaders On Facebook and InstagramBurson-Marsteller
Executive engagement on social media has become an integral part of the corporate communication mix, and Facebook and Instagram are making their way into executive floors and boardrooms of many global companies. For the last six years, Burson-Marsteller has studied how heads of state, governments and international organizations use social media
channels. For the last two years, it has produced reports specifically about world leaders’ use of Facebook. This year, in addition to studying world leaders, Burson-Marsteller conducted this study of business leaders to see how they connect with their audiences on Facebook and
Instagram.
Burson-Marsteller has carried out a research together with IMD business school involving over 200 European companies, looking at how they define and communicate Corporate Purpose to internal and external stakeholders. The analysis led to a number of findings, most notably that corporate purpose enhances financial performance by 17%!
The geographic footprint of innovation is changing dramatically as research and development programs become more global. An overwhelming 94 percent of the world’s largest innovators now conduct elements of their R&D programs abroad, according to the 2015 Global Innovation 1000 study, our annual analysis of corporate R&D spending. These companies are shifting their innovation investment to countries in which their sales and manufacturing are growing fastest, and where they can access the right technical talent. Not surprisingly, innovation spending has boomed in China and India since our 2008 study, when we first charted the global flows of corporate R&D spending. Collectively, in fact, more R&D is now conducted in Asia than in North America or Europe.
For leading companies, implementing a global innovation strategy is paying off. We found that firms that favor a more global R&D footprint outperform their less globalized competitors on a variety of financial measures. This is important, because, as in previous years, we found no statistically significant evidence that higher levels of spending guarantee better results. Our refrain has long been that it’s not how much you spend on research and development, but how you spend it. But it’s also where you spend that determines your success — and our 2015 study shows that decisions about R&D location look very different today than they did less than a decade ago.
Businesses today are increasingly expected to deliver some sort of social value in addition to shareholder value, or, at the very least, to not create harm to society.
Whether they realize it or not, whether they actively manage it or not, pretty much all companies with market, financial or human resource connections to Europe and North America have a Social Value Brand or SVB
To keep updated on postings and events go to www.csrtraininginstitute.com and sign up for the newsletter. If interested the CSR Knowledge Centre http://bit.ly/CSRknowledge contains a series of short, pragmatic articles on CSR Strategy, Management and related areas.
In April 2015, Luminary Labs gathered convened Lab Session #2 to discuss The Human Company. Over the past 12 months, multiple corporations have radically rethought how they do business by establishing livable wages, developing creative equity plans, offering paid parental leave policies, and even pulling out of an entire state in protest of discrimination. In addition to sending a strong signal that people come first, these organizations are also making an economic argument to investors that employee-favorable policies pay dividends in reduced turnover and improved business outcome.
About #LabSessions
A place and time for founders, designers, developers, data mavens, and innovators of all stripes to help solve for society's most pressing issues.
Each gathering involves a facilitated strategy session, networking, and synthesis, resulting in a tangible plan and new connections for our featured innovator team.
Good eats and drinks are always served.
The future of corporate communications reportBrunswick Group
As Europe’s senior communications professionals scan the horizon for clues about the future of their role, their top concerns are how to ensure consistency of message across the organisation and how to cut through the information overload to be heard. Many communicators believe the answer lies in consolidation of communications functions to ensure alignment and impact.
In order to capture what is top of mind in the shifting European communications arena, Brunswick and the European Association of Communications Directors (EACD) have partnered on a unique piece of research that included EACD members and other senior communicators across Europe.
For more information please contact:
Phil Riggins: www.brunswickgroup.com/people/directory/phil-riggins/
• Chief executives are now thinking strategically about international business ethics—specifically, how trustworthy their companies need to be. To generate that trust, CEOs are not just interested in growth for their enterprises. They want to attain “good growth”: real, inclusive, responsible, and lasting growth. And they want their companies to contribute to good growth in every country where they operate.
This is the presentation I gave at PRSA which talks about where PR fits within Social CRM and how as well as what is needed to make that fit work. Feel free to share it around and provide feedback!
A brief look at the CIPR plan for 2018 and why public relations practitioners need to reframe PR as a strategic management function, plus a sneak peak at the State of the Profession survey results
The World PR Report 2013, produced by the Holmes Report and ICCO, is a definitive report on the trends and issues facing the global PR industry, based on a survey of global agency heads. The report also includes research on the size and growth of the global PR industry, and a ranking of the world's 250-biggest PR firms.
The new Global Communications Report, produced by the Holmes Report in conjunction with University of Southern California’s Center for Public Relations, is the definitive study of the global public relations industry, featuring research, agency rankings and industry analysis.
Friending in High Places: Business Leaders On Facebook and InstagramBurson-Marsteller
Executive engagement on social media has become an integral part of the corporate communication mix, and Facebook and Instagram are making their way into executive floors and boardrooms of many global companies. For the last six years, Burson-Marsteller has studied how heads of state, governments and international organizations use social media
channels. For the last two years, it has produced reports specifically about world leaders’ use of Facebook. This year, in addition to studying world leaders, Burson-Marsteller conducted this study of business leaders to see how they connect with their audiences on Facebook and
Instagram.
Burson-Marsteller has carried out a research together with IMD business school involving over 200 European companies, looking at how they define and communicate Corporate Purpose to internal and external stakeholders. The analysis led to a number of findings, most notably that corporate purpose enhances financial performance by 17%!
The geographic footprint of innovation is changing dramatically as research and development programs become more global. An overwhelming 94 percent of the world’s largest innovators now conduct elements of their R&D programs abroad, according to the 2015 Global Innovation 1000 study, our annual analysis of corporate R&D spending. These companies are shifting their innovation investment to countries in which their sales and manufacturing are growing fastest, and where they can access the right technical talent. Not surprisingly, innovation spending has boomed in China and India since our 2008 study, when we first charted the global flows of corporate R&D spending. Collectively, in fact, more R&D is now conducted in Asia than in North America or Europe.
For leading companies, implementing a global innovation strategy is paying off. We found that firms that favor a more global R&D footprint outperform their less globalized competitors on a variety of financial measures. This is important, because, as in previous years, we found no statistically significant evidence that higher levels of spending guarantee better results. Our refrain has long been that it’s not how much you spend on research and development, but how you spend it. But it’s also where you spend that determines your success — and our 2015 study shows that decisions about R&D location look very different today than they did less than a decade ago.
Businesses today are increasingly expected to deliver some sort of social value in addition to shareholder value, or, at the very least, to not create harm to society.
Whether they realize it or not, whether they actively manage it or not, pretty much all companies with market, financial or human resource connections to Europe and North America have a Social Value Brand or SVB
To keep updated on postings and events go to www.csrtraininginstitute.com and sign up for the newsletter. If interested the CSR Knowledge Centre http://bit.ly/CSRknowledge contains a series of short, pragmatic articles on CSR Strategy, Management and related areas.
In April 2015, Luminary Labs gathered convened Lab Session #2 to discuss The Human Company. Over the past 12 months, multiple corporations have radically rethought how they do business by establishing livable wages, developing creative equity plans, offering paid parental leave policies, and even pulling out of an entire state in protest of discrimination. In addition to sending a strong signal that people come first, these organizations are also making an economic argument to investors that employee-favorable policies pay dividends in reduced turnover and improved business outcome.
About #LabSessions
A place and time for founders, designers, developers, data mavens, and innovators of all stripes to help solve for society's most pressing issues.
Each gathering involves a facilitated strategy session, networking, and synthesis, resulting in a tangible plan and new connections for our featured innovator team.
Good eats and drinks are always served.
The future of corporate communications reportBrunswick Group
As Europe’s senior communications professionals scan the horizon for clues about the future of their role, their top concerns are how to ensure consistency of message across the organisation and how to cut through the information overload to be heard. Many communicators believe the answer lies in consolidation of communications functions to ensure alignment and impact.
In order to capture what is top of mind in the shifting European communications arena, Brunswick and the European Association of Communications Directors (EACD) have partnered on a unique piece of research that included EACD members and other senior communicators across Europe.
For more information please contact:
Phil Riggins: www.brunswickgroup.com/people/directory/phil-riggins/
• Chief executives are now thinking strategically about international business ethics—specifically, how trustworthy their companies need to be. To generate that trust, CEOs are not just interested in growth for their enterprises. They want to attain “good growth”: real, inclusive, responsible, and lasting growth. And they want their companies to contribute to good growth in every country where they operate.
This is the presentation I gave at PRSA which talks about where PR fits within Social CRM and how as well as what is needed to make that fit work. Feel free to share it around and provide feedback!
A brief look at the CIPR plan for 2018 and why public relations practitioners need to reframe PR as a strategic management function, plus a sneak peak at the State of the Profession survey results
The Future of Reputation - People's Insights Magazine by MSLGROUPOlivier Fleurot
Our reputation management experts in France, Brazil, the US, UK, Germany, India, the Netherlands, China and Poland, explore the evolving definition of reputation, how it can be protected, and how its sustainability can be assured for the future.
Read more: http://peopleslab.mslgroup.com/reputation
Beyond Advertising: Creating Value Through all Email and Mobile TouchpointsMarketingSherpa
Watch this session live at 2:00pm EST on Wednesday, May 3, 2017. www.marketingsherpa.com/beyond
MarketingSherpa Summit was filled with real-world case studies from your peers. This webinar provides an opportunity to step outside your day-to-day role and ask big questions like, “Where do I want to take my organization, department or individual career?” — and learn how to transform your organization and career with customer-first marketing philosophies.
To help you do that, we’ve invited a pioneering researcher focused on reinventing advertising and marketing. In this webinar, Catharine Hays — the executive director of The Wharton Future of Advertising Program and co-author of “Beyond Advertising: Creating Value Through All Customer Touchpoints” — will share her research into customer-first marketing with over 200 thought leaders in marketing, technology, cultural anthropology and other disciplines from 22 countries.
In this webinar, you will learn:
The five forces of change affecting marketing and advertising
Insights, ideas and frameworks for adapting to how mobile technology has changed brands relationships with customers
How to challenge entrenched mental models of email and mobile marketing and advertising, including example pioneering customer-first marketers are taking
The New Metrics of Sustainable Business Conference | BrochureSustainable Brands
Explore the future of sustainable business metrics. The two-day, Sustainable Brands Issues in Focus event examines leading-edge work that expands the way business can create, quantify, manage and communicate value, and enhance financial performance with shared value. Top sustainability strategists from a variety of sectors will explore models for quantifying the environmental and social impacts of business activity. And industry leaders will collaborate on issues such as valuing ecosystem services, adding environmental impact and human capital to the balance sheet, and putting goals in context. September 24-25, 2013, Philadelphia, PA.
Learn more: www.SBIIF.com
Webinar Australia: What you should know about Social Media for corporationsSociety3
“What you should know about
Social Media for corporations”
This introductory webinar gives you a comprehensive insight into Social Media for corporations:
1) Cross functional strategy for business improvements
2) More effective way to compete for mind-, and market share
3) Less expensive way to create a better customer experience
It is a 60 minute compressed presentation of our 2 month leadership class
Social Media in corporations - are you ready?:
What do you know about your customers in the social web?
Do you know what customers say about you and your brand?
Do you know how open your customer base is and therefore how vulnerable you are?
How do you identify and work with key influencer?
Are you ready if your competitors go after your customers in the social web?
Are you able to create a social media strategy?
Do you know how to leverage the social web for your support organization?
Do you have an idea about ROI and effectiveness of social media?
Do you know how to measure improvements and success in the social web?
Did you ever consider involving and leveraging your partners?
Did it occur to you that the social web may be ideal to compete for mindshare?
Do you have enough information to decide whether to ignore or engage?
Agenda/Content:
The Social Web from a corporate point of view
Assessing a company’s social presence
Social media as a cross functional model
Creating a social media strategy
Understanding reporting and analytics tools
Dealing with ROI, budget and resource planning
Developing an execution plan
Building a successful social media organization
This is not about tools and how to better use LinkedIn, Facebook, or Twitter. It is about developing and executing a social media strategy for a 500 or 5,000 employee organization and creating a better business experience for customers, prospects and partners.
Target Audience:
- Business professionals on all levels and all department across all industries.
- Social media consultants or consultants entering the social media space.
WEEK 1 Discussion Course HLTH – 1000-5, Concepts of Health Promo.docxmelbruce90096
WEEK 1 Discussion: Course: HLTH – 1000-5, Concepts of Health Promotion
Understanding Heath, Illness, Individual and Community Health
There is a fine line between the health of an individual and the health of a community. Each can influence the other. In this Discussion, you will analyze a case study to determine if members of a family and their community are "healthy," according to the WHO definition
Review the "Introduction to the Writing Center" guide located in the Week 1 Resources.
Explore some of the handouts and tutorials relating to tone and scholarly writing as well as the example of "gold star" discussion posts.
Use these examples as handouts to help you create your first discussion post.
Then, consider the following scenario with respect to the health of the Davis family and the health of their community:
Jonathan Davis and his wife, Alexis, are 55 years old and have one daughter, Joanne. Jonathan and Alexis live in the same neighborhood as Joanne, who visits her parents frequently.
Jonathan has smoked one pack of cigarettes every day for the past 30 years and is 20 pounds overweight. He works in a local plastics manufacturing plant and has a physically demanding job. Alexis enjoys working in her garden and cooking a variety of vegetable-rich meals. Joanne exercises regularly but does have asthma, for which she uses an inhaler when needed.
The community where Jonathan, Alexis, and Joanne live has extensive walking and biking paths. Joanne makes full use of the paths and bikes on them at least once every week. The community has recently instituted a wellness clinic about three blocks away from Jonathan and Alexis’ house.
Although the plastics plant pollutes the river, the company plans to install water and air pollution control measures in about 3 years. The plant is currently implementing purification measures for the river.
By Day 4, post a comprehensive response to the following:
1. What does being "healthy" mean to you?
2. Are the members of the Davis family healthy, according to the WHO definition? Your definition?
3. Are they living in a healthy community? Please explain.
4. What can be done to improve and promote the health of the Davis family as well as the community?
Introduction to the Writing Center: Please cut and paste in browser to view.
· Readings
· Course Introduction
· Article: Montague, J., & Frank, B. (2007, July/August). Creating whole-person wellness. Assisted Living Consult, 3(4), 14–20. Retrieved from http://www.assistedlivingconsult.com/issues/03-04/alc78-Wellness-719.pdf
· Article: Hettler, B. (1976). The Six Dimensions of Wellness Model. National Wellness Institute. Retrieved from http://c.ymcdn.com/sites/www.nationalwellness.org/resource/resmgr/docs/sixdimensionsfactsheet.pdf
· Article: Smith, B. J., Tang, K. C., & Nutbeam, D. (2006). WHO health promotion glossary: new terms. Health Promotion International Advance Access, 21(4), 340–3 45. Retrieved from http://www.who.int/healthpromotion/about/HP.
In part one of this two part study, The Socially Enabled Enterprise, we explored the opportunities and challenges global organizations are facing in the transition to becoming socially enabled enterprises. Oracle, Leader Networks, and Social Media Today recently conducted an online survey of over 900 marketing and technology executives to understand how companies are leveraging social technologies and practices throughout their organizations.
Communication and technology are proving to be the true engines for progress nowadays. Today, the big challenge for companies is to understand and manage their context.
Thus, the figure of influencers is essential for companies, who consider them as a basic active for brands because of their ability to influence through the new digital channels.
It is also important to understand that this new context promotes communication models based on the contents, corporate values or business ethics. Storytelling is, in this sense, an important element that helps audiences establish their view of reality, generate human emotions associated to the brand and in consequence create feedback as feelings, which favour the consumers’ engagement.
In this context, employee alignment is fundamental for any company. It is also very positive to have clearly defined mission, vision, and values. Working atmosphere is also important as it impacts on business outcomes and helps a company to gain a better reputation among its key stakeholders. It is essential to promote innovation and a values-oriented leadership.
This new upcoming landscape is based on the speed at which change overcomes, and a large volume of available, varied information. These three axes unveil a business management model in tune with the times and in a decidedly technological environment. Consequently, Big Data has transformed the world as we knew it, turning users into content managers. Besides, the new technological context and the arrival of Big Data have also had important consequences in the IT field. Besides, the new technological context and the arrival of Big Data has also had important consequences in the IT field.
Listening to the public is the government’s juridical responsibility and all management must display an integrating attitude, organising and managing the large volumes of available information that is within our reach. Technologic development becomes a useful tool to measure, evaluate and control the different scenarios that can arise in business but which, at the same time, current circumstances demand a very person-oriented focus.
Under this framework, companies need to bear in mind the important role employees play, vouching for their business project and their company’s competitiveness within the market.
Anne Mc Crossan - Managing Brands and Brand Culture in Social MediaArjen Strijker
Understanding the implications of Social Media on your Brand Culture and Business Design. Also, basic guidelines are provided on how to develop intangible asset value of your brand while using Social Media. Anne McCrossan – Founder & CEO, Visceral Business
More: http://somesso.com/blog/2009/10/anne-mccrossan-where-is-the-margin-in-social-media/
MSL Hong Kong is part of MSLGROUP, the speciality communications, PR and events network of Publicis Groupe. This deck showcases MSL Hong Kong's credentials in the context of MSLGROUP's global offering.
Frank Mantero, director of corporate citizenship at General Electric, discussed corporate social responsibility (CSR) and it's role in PR and driving business growth.
The Social CEO - Getting Your Executives Online. Presentation to Pacific Con...Walter Jennings
Consumers are online and companies are following - but are CEOs? This presentation covers the business case for high profile management to engage in social media, then has a few case studies. Finally are "baby steps" anyone can take to get online. Feel free to ping questions!
Fleishman Hillard Riding The Wave Presentation To Dow Jones February 2010Walter Jennings
Follows the meta-trends of collapsing trust and self-publishing, then shows how top-down communications is dead. Simple advice for getting started in social media.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
2. New Goal to Advance Mission Better understanding among CEOs, other C-suite executives and boards of the value of the Page Principles and the appropriate role of the chief corporate public relations officer.
5. CEO View of Communications “ You want the head of your communications staff to be stronger… more experienced, higher quality thinking process, being able to see around the corners, broader experience base. All those things.”
11. Very high/ High % Nurses 84 Druggists, pharmacists 73 Veterinarians 71 Medical doctors 69 Dentists 62 Engineers 61 Clergy 58 College teachers 58 Policemen 54 Psychiatrists 38 Bankers 37 Chiropractors 36 Journalists 26 State governors 22 Business executives 18 Lawyers 18 Stockbrokers 17 Senators 15 Congressmen 14 Insurance salesmen 13 HMO managers 12 Advertising practitioners 11 Car salesmen 7 Gallup Poll . Dec. 8-10, 2006. N=1,009 adults nationwide. MoE ± 3. "Please tell me how you would rate the honesty and ethical standards of people in these different fields: very high, high, average, low, or very low? . . . ."
15. CEOs: Top Source of New Ideas and Innovation IBM Institute for Business Value, CEO Study 2006 Collaboration sparks innovation Academia Associations Business partners Competitors Think-tanks Consultants Customers directly Employees Labs and/or other institutions Internal R&D Internal Sales & Service Units 0% 5% 10% 15% 20% 25% 30% 35% 40% 45%
25. The Evolution of the Public Relations Profession Yesterday: Public Relations (ca. 1945 - 1995) Today: Corporate Communications (1995 - 2007) Tomorrow (2008 - ?) Mission Liaison of the enterprise Strategic planner of enterprise positioning Shepherd of enterprise reputation and authenticity Roles and Responsibilities Build and maintain relationships with the media; corporate journalism; internal events; speechwriting Drive coverage; influence external criteria; change culture; influence strategy and policy Create and influence ecosystem of advocates; steward company’s values, brand and reputation; shape culture and behaviors; create the new, blended physical/virtual work environment; empower employees as communicators Audiences Media, employees, shareholders, general public Media, employees, shareholders, senior management, analysts; in some cases government, NGOs, foundations Media, employees, shareholders, senior management, analysts; in some cases government, NGOs, foundations, boards of directors and a billion global “publishers” with the means to be heard by mass audiences and to organize quickly
26. The Evolution of the Public Relations Profession (cont.) Yesterday: Public Relations (ca. 1945 - 1995) Today: Corporate Communications (1995 - 2007) Tomorrow (2008 - ?) Channels Print, broadcast, “house organs,” events Print, broadcast, events, Web 1.0 (e.g., intranets) Print, broadcast, interactive partnerships, town halls and Web 2.0 (enabling employees, partners, clients, influencers - a billion “publishers”) Content Content controlled by PR: external announcements (products, business actions, etc.); internal news, messaging and morale-building; executive speeches Some content controlled by Communications, some by HR and marketing, some by stakeholders; the latter includes employee feedback, ecosystem-created ideas and perspectives on company Content is created by everyone, influenced by Communications; defining values, strategy, brand; collaboratively shaped public policy; new academic curricula Measurement of Value Activity-based: e.g., volume and nature of press coverage, readership of employee publications Attitude-based: e.g., corporate reputations surveys; measures of employee commitment Impact-based: e.g., changes in policy, behavior (internal and external); increased revenue, growth; recruitment; social network analysis Functional Disciplines Media relations, employee publications, speechwriting Media, analyst and investor relations, internal and executive communications Influencer relations and analytics; workforce enablement; values and brand experience; social networking/new media; corporate affairs; CSR
27. The Evolution of the Public Relations Profession (cont.) Yesterday: Public Relations (ca. 1945 - 1995) Today: Corporate Communications (1995 - 2007) Tomorrow (2008 - ?) Skills Writing, design, managing the press, message management, event planning Driving coverage, organizational culture change, shaping strategic agendas Building collaborative business ecosystems - engaged, enabled, supportive populations Talent Pool Former reporters, freelance writers, graphic designers, PR agencies Reporters, writers and web experts, information managers (e.g., library science, opinion research) Reporters, writers, Web experts, information managers, policy wonks, learning and organization development professionals, MBAs and business strategists Leadership VP of Public Relations: reports to Marketing, HR, COO or Public Affairs SVP of Corporate Communications: nearly half report to CEO Chief Communications Officer: reports to CEO
28. The Evolution of the Chief Information Officer (CIO) Yesterday (ca. 1945 - 1995) Today (1995 - 2007) Tomorrow (2008 - ?) Mission Automation Integration Transform CIO mission form technology to innovation Roles and Responsibilities Systems management and infrastructure development Business process enablement and transformation Integrate business and technology; drive business model innovation; business transformation; create and deliver business value; align IT priorities with those of the business; foster collaboration, culture and change Audiences Internal Internal Internal; other business leaders; the board of directors Measurement of Value Maintain IT infrastructure; throughput; availability Maintain IT strategy and infrastructure costs; Total Cost of Ownership; Return on Investment Influence shareholder value; lead innovation and profitable growth initiatives; drive broad adoption of strategic investments; increase the number of CIOs serving on the executive teams/governing committees and on boards of directors for other companies
29. The Evolution of the Chief Information Officer (CIO) (cont.) Yesterday (ca. 1945 - 1995) Today (1995 - 2007) Tomorrow (2008 - ?) Skills Technology proficiency Managing process transformation and leadership of innovation Business fluency and acumen to demonstrate the economic value of IT; greater influence and impact as business leaders; ability to collaborate and influence internal and external audiences Talent Pool IT and operations professionals IT and operations professionals with basic business background Business experts with IT functional competency Leadership VP, Computing CIO: reports to CFO Chief Innovation Officer: reports to CEO
30. The Evolution of SVP, Human Resources Yesterday (ca. 1945 - 1995) Today (1995 - 2007) Tomorrow (2008 - ?) Mission Personnel, employee relations, employee champion Strategist and steward; employee advocate; human capital developer Globalization; manage change; business leadership; strategic partner Roles and Responsibilities Change agent; transaction-based; executive compensation; talent development; employee relations; industrial relations; compliance Functional expert; strategic partner; compliance and government regulator; HR service delivery owner; organizational performance conductor; define and execute HR policies and procedures Talent strategist; counselor and leadership developer; change management; organizational structure and work environment architect; performance and rewards program architect; regulatory HR generalist and risk manager; corporate governance advisor Audiences Internal Internal, External Internal, External Measurement of Value Number of labor strikes, work stoppages and union campaigns avoided; retention and turnover Attraction, retention, and development of top talent; address and support business issues Expertise on business strategy
31. The Evolution of SVP, Human Resources (cont.) Yesterday (ca. 1945 - 1995) Today (1995 - 2007) Tomorrow (2008 - ?) Skills Administrative and tactical; internal transaction processing Strategy implementation; cultivate leaders; reporting and analytics Strategy development; create work environment that helps people perform their best; drive business performance and manage change; business savvy and operational excellence; build an organization form the ground up to be impactful Talent Pool Professionals from a variety of functions HR function experts Leaders who are HR and business experts Leadership Reports to VP of Administration, Finance, Business, or Operations Reports to CEO Reports to CEO
32. The Evolution of the Chief Financial Officer (CFO) Yesterday: (ca. 1945 - 1995) Today: (1995 - 2007) Tomorrow (2008 - ?) Mission Financial statements and capital structure Business analysis; business planning; value to customers; appropriate return to investors; responsible environment for employees and communities Business partner and strategist to general management Roles and Responsibilities Financial statement presentation; cash flow management; number crunching Work with CEO to design and oversee strategy, operations and performance; internal and external communications with all stakeholders; regular revision of company’s portfolio of businesses; direct involvement in formulation business plans and operational strategy; M&A Corporate governance compliance; assume responsibility for corporate financial results to ensure public trust; influence decision making; communicate to and help manage the Board; performance management Audiences Internal, External Internal, External Internal, External Measurement of Value Accurate reporting Performance management; commercial and financial evaluation of major projects; business risk management; disaster recovery Change agents; value creation
33. The Evolution of the Chief Financial Officer (CFO) (cont.) Yesterday: (ca. 1945 - 1995) Today: (1995 - 2007) Tomorrow (2008 - ?) Skills Accounting and reporting Leadership; experience in evaluating functionality and costs of finance systems; ability to communicate financials and business plans to a range of internal and external audiences; strong technical skills Strong communicator; operations experience; talent management Talent Pool Accountants MBAs MBAs; finance experts with operations experience Leadership Reports to CEO Reports to CEO Reports to CEO
34. The Evolution of the Chief Marketing Officer (CMO) Yesterday (ca. 1945 - 1995) Today (1995 - 2007) Tomorrow (2008 - ?) Mission Brand image building Brand image building, demand generation, web/e-commerce management Driving business innovation, brand image, security (online and information), e-commerce development Roles and Responsibilities Creation of brand image advertising efforts, development of brochures and collateral pieces, management of advertising agencies, support for the sales function Creation of brand image efforts, management of direct marketing functions, management and coordination of web presence and e-commerce support, collateral creation, management of all marketing communications agencies Identification of marketplace opportunities and strategies to drive new business, product development. Creation of brand image efforts, management of direct marketing functions, management and coordination of web presence and e-commerce support, collateral creation, management of all marketing communications agencies Audiences External Internal, External Internal, External Measurement of Value Brand awareness measurements, word-of-mouth response to creative executions, advertising awards Brand awareness and brand value measurements, consideration and preference measurements, lead tracking and pipeline measurements New business revenue, brand awareness and value, consideration and preference measurements, lead tracking an pipeline measurements, ROI measurements
35. The Evolution of the Chief Marketing Officer (CMO) (cont.) Yesterday (ca. 1945 - 1995) Today (1995 - 2007) Tomorrow (2008 - ?) Skills Advertising background Agency management, direct marketing, pipeline management, e-commerce Sales, business development Talent Pool Agencies Marketing department, external agencies Business development, strategic consulting Leadership Reports to Sales or COO Reports to CEO Reports to CEO
36. Page Mission Task Force Co-Chairs : Valerie Di Maria , SVP and Group Marketing and Communications Director, Willis Group Holdings, Ltd. Jon Iwata , SVP, Communications, IBM Corporation Team Members: Paul A. Argenti , Professor of Corporate Communication, Tuck School of Business at Dartmouth Mark Bain , President, upper 90 consulting Kristen M. Bihary , President, Vyll Corporation Steve Cody , Managing Partner, Peppercom Strategic Communications Peter D. Debreceny , former VP, Corporate Relations, Allstate Insurance Company David Demarest, Jr. ,VP, Public Affairs, Stanford University Stephen K. Dishart , Managing Director, Corporate Communications, Americas, Swiss Re America Holding Corporation Steven Harris , VP, Global Communications, General Motors Corporation George Jamison , Consultant, Spencer Stuart Richard S. Marshall , Senior Client Partner, Korn/Ferry International Frank Ovaitt , President and CEO, Institute for Public Relations Mike Paul , President & Senior Counselor, MGP & Associates Public Relations David A. Samson , GM, Chevron Corporation Johanna Schneider , Executive Director, External Relations, Business Roundtable Kirk Stewart , EVP, Corporate Communications Practice, APCO Worldwide Peter W. Thonis , Chief Communications Officer, Verizon Ex-officio Roger Bolton , Senior Counselor, APCO Worldwide Tom Nicholson , Executive Director, Arthur W. Page Society Paul Basista , former Executive Director, Arthur W. Page Society