2013 - Luan Wise - Is your website working hard enough?

The Sales Cycle is dead, welcome to the Buyer's Journey. Selling Cloud Services means aligning with the Buyer Journey and creating compelling value propositions that will move the buyer to action. Success in sales requires anticipating and eliminating multiple barriers to sales that exist along the Buyer’s Journey. Selling services means mastering the art of ‘communicating the invisible’ and describing the benefits of your services in terms of the problems that they solve for your customers.

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The document summarizes 5 common myths about marketing and selling to customers. It provides truths to counter each myth: Myth 1: Customers will find your offer if it is good enough. Truth 1: Be findable through search and build your online presence. Myth 2: Customers know what they want and want it for free. Truth 2: Educate your customers to understand the problem being solved. Myth 3: Customers will understand and love your offer. Truth 3: Help customers qualify themselves through self-diagnosis and an easy purchase process. Myth 4: Customers will make rational purchase decisions in your favor. Truth 4: Sell to emotions and

Building our Future

This document discusses the business opportunity around cyber attack protection. It notes that cyber attacks pose a threat to businesses and can potentially kill a business that suffers from one. It introduces the concept of predictive protection, which provides continuous cyber surveillance and risk assessment to anticipate likely risks. This approach allows businesses to get the protection they need to avoid paying the ultimate price from a cyber attack. The document encourages taking action now to get endpoint protection and sell customers on the peace of mind that comes with being fully protected.

2015 - Luan Wise - How to use LinkedIn to create real business opportunities

2015 - Lawrence Roberts - Using Data and Insight to Improve Your Website's Co...

The document discusses how to use data and analytics to improve website performance. It recommends (1) setting clear commercial goals, (2) using Google Analytics to measure key metrics like traffic, bounce rates, and conversions, and (3) continuously analyzing the data to identify opportunities to optimize the website through testing hypotheses. The overall goal is to gain insights that lead to continuous improvement of the user experience and achieving business objectives.

Collaborating in the Cloud with Lync

The document discusses how work and communication have changed with technology. It notes that while some things remain the same, like needing to do more with less, competition and disruptive changes pose threats. However, technology also enables new opportunities through collaboration, mobile work, and cloud services. Adopting tools like Microsoft Lync can help businesses reduce costs, improve communication, and gain competitive advantages through better collaboration. While change can be difficult, not adapting risks falling behind competitors moving more quickly. Overall, the document advocates embracing new technologies to transform how businesses work and collaborate.

Unlocking Audience Participation Rev2.0

This document provides guidance and recommendations for conducting an effective workshop. It emphasizes beginning with clear objectives and outcomes in mind. It also stresses the importance of strong facilitation skills like actively involving participants, maintaining momentum, and respecting timelines. The document includes a checklist highlighting best practices such as preparing thoroughly, making a strong first impression, treating all participants equally, and ensuring the discussion is participant-driven.

Join us - in making business responsible

This document discusses making business education more responsible. It notes declining trust in business leaders and increasing plagiarism among business students. It proposes several solutions, including embedding the Principles for Responsible Management Education (PRME) into business school curriculum. Copenhagen Business School has pioneered this approach and reviews all its activities through a responsibility lens. It aims to teach responsibility broadly across its programs to give students a broad perspective.

RD part 1 KPMG Case

This document summarizes a case study about fraud at IT Factory A/S, a Danish IT company. It describes how the company grew rapidly but then declared bankruptcy in 2001. A new CEO, Stein Bagger, took over and reported large profits, but it was later discovered that over 900 million Danish kroner had been defrauded through forged documents and leasing contracts orchestrated by Bagger. The company's auditor, Erik Dybdahl from KPMG Denmark, audited IT Factory for three years but failed to find any signs of wrongdoing, though he later resigned. While not legally liable for the fraud, KPMG received media criticism and still faces potential legal issues over negligence.

Better, Faster, Easier

Escaping Commoditisation

Results from SMS Polls

The document discusses questions about cheating and plagiarism in academic settings. It asks whether a student would copy text from the internet to ease exam pressure, if they would report a fellow student for cheating, and whether cheating is more acceptable against unknown authors versus friends. It also asks if the person has ever cheated on an exam and about CBS's ranking and approach to climate change.

Technoganga

Technoganga aims to sell affordable electro-medical devices in West Africa to improve healthcare in poor areas. Their first product is a low-cost heart rate monitor, which they designed to cost $20 compared to $300-1000 for similar devices. They believe designing more low-cost medical devices could help address major causes of death in West Africa like malaria, pneumonia, and diarrheal diseases. Their challenges include being creative in low-resource design while avoiding copyright issues and building local partnerships.

Carlsberg: Simon Boas, Group Responsible Drinking

Roberto de Paula Lico Junior

The document summarizes Carlsberg's efforts around promoting responsible drinking. It discusses how Carlsberg promotes responsible drinking through initiatives aimed at preventing underage drinking, binge drinking, and drinking and driving. It provides examples of initiatives in different markets like beer patrols in Russia to prevent underage drinking and free transportation at festivals in Croatia to prevent drunk driving. The document also discusses Carlsberg's environmental strategy and ambitions around reducing its water, carbon, and energy footprints.

Driving our Team to Pole Position

Formula One racing is used as an analogy for running a successful business team. Key strategies for both include using data analysis to improve performance, providing training to develop skills, recognizing the importance of all team members, clearly defining roles and expectations, and finding new opportunities. The document discusses these five strategies and how they can be applied to both Formula One racing teams and business management.

Real Time Strategic Change Session IV

Sales Transformation: 5 Steps to Capture More Cloud Customers

The document discusses challenges and opportunities in digital transformation and cloud adoption. It provides strategies for sales teams to transition from selling products to selling business outcomes and differentiation. Key recommendations include creating systems of engagement, focusing on outcomes over features, helping customers connect initiatives to goals, and building an adaptive culture open to change.

Cyber Security

Selling Your Ideas VMA

When to Build a Growth Team

stimulead

Partner Roadmap

Whitelabeling to Win

This document discusses various strategies for developing a cloud business, including whether to build or buy cloud platforms and the importance of customer adoption. It argues that the conventional focus on time to market and scale can be misguided, and emphasizes business agility, a compelling value proposition, and accelerating customer adoption over scale and costs. Focussing first on the business needs and creating the right customer experience may be more important to success than technical considerations alone.

Recruiting millenials

To effectively recruit and retain Millennials, organizations must understand what Millennials value in a workplace. Millennials prioritize career progression, recognition, work-life balance, and financial and personal well-being. They also care about an organization's commitment to corporate social responsibility and positive social impact. To attract Millennials, organizations should develop strong employer branding that appeals to Millennials emotionally, communicate using modern methods like social media and texting, and deliver on promises to manage expectations once Millennials are onboard. Conducting a review of the employee value proposition and incorporating Millennial priorities can help optimize recruiting and retention of Millennial employees.

Cyber - it's all now a matter of time!

This document provides an overview of cyber threats facing businesses in Gloucestershire. It discusses rising cybercrime rates nationally and locally, with the average financial loss to Gloucestershire from cybercrime being over £250,000 per month. Typical cyber attacks include phishing, ransomware, and DDoS attacks. The document urges businesses to purchase cyber insurance, stresses the importance of complying with new GDPR regulations, and provides resources for reporting cyber incidents and getting help. It concludes by recommending basic cybersecurity practices for businesses and individuals to better protect themselves online.

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Join us - in making business responsible

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Escaping Commoditisation

Results from SMS Polls

Technoganga

Carlsberg: Simon Boas, Group Responsible Drinking

Driving our Team to Pole Position

Real Time Strategic Change Session IV

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This document discusses managing and leading in uncertain times. It explores key concepts such as the differences between management and leadership, resistance to change, stress management, implementing change, and effective team dynamics. The main ideas are that leadership requires doing the right things, management can make work difficult, overcoming resistance to change involves different approaches like education and participation, and lifelong learning is important for adapting to constant change.

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The document outlines 10 common reasons why businesses fail. They include poor financial management, inadequate business planning, lack of understanding of pricing structures and margins, poor cash flow management, lack of financial reserves, inappropriate use of credit, poor tax management, failure to submit tax returns on time, poor processes and procedures, and failure to seek professional advice. Addressing these issues through financial tracking software, comprehensive business planning, regular pricing and cost reviews, cash flow monitoring, maintaining financial reserves, obtaining appropriate credit, managing taxes, following procedures, and consulting advisers can help businesses avoid common pitfalls and improve their chances of long-term survival.

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This document discusses trends in workplace learning and development (L&D). It notes that insights from neuroscience show the brain's plasticity and ability to learn throughout life. Emerging concepts like neuroplasticity, AGES, RAD, and SCARF provide frameworks for effective learning design grounded in how the brain functions. Traditional training is giving way to personalized, mobile, and collaborative learning that better engages distracted learners. Organizations now seek to demonstrate learning ROI and develop strategic L&D plans to address skills needs. The document recommends experimenting with new technologies, applying neuroscience principles, and facilitating learning outside the classroom.

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This document outlines steps for creating an effective marketing message and summarizes information about a university. It recommends having one clear proposition, making the "why" stick by repetition, and evolving the message over time. It then provides details about the university's strong performance in various subjects and programs like internships and career support to help students plan for success. The document advocates targeting feeder schools and using examples to illustrate how the university provides a personalized, specialized, and well-connected education.

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The document discusses a presentation given by David Owen, Chief Executive of GFirst LEP, at the Growing Gloucestershire Conference 2017. The presentation covered Growth Deals that provided £106.63 million and £29.1 million for 3 projects. It also discussed economic challenges facing the region such as demographics, employment land, housing, skills, and reach. The presentation concluded by addressing uncertainty in the future but maintaining ambition and confidence.

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This document provides practical tips for protecting intellectual property. It discusses various types of intellectual property including patents, trademarks, registered designs, copyright, and trade secrets. It offers tips for searching for existing intellectual property, growing business value with patents, choosing distinctive trademarks, registering packaging and designs, and questions businesses should consider regarding protecting their ideas, brands, and ability to defend against copying. The document is authored by Robert Games and Freddie Noble, who are engineers and intellectual property attorneys.

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The one thing that will generate higher profits, strengthen employee engagement, and improve customer retention is having a strong sense of purpose. Having clarity around why a business exists beyond just making money is important. Steve Jobs discussed how Apple's purpose is to empower people who are passionate about changing the world. Core values that a business stands for also help with culture and differentiation. Doing good through a business by considering all stakeholders can benefit client acquisition, employee engagement, awards and publicity, partnerships, and profits. Exploring how work and higher purpose can merge is an important frontier.

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This document summarizes a conference on employer branding. It discusses whether employer branding is a marketing or HR function, provides the history and definitions of employer branding, and explores how marketing and HR can work together on employer branding. It also addresses attracting, engaging, and retaining employees through a strong employer brand and the importance of having integrity between a company's stated values and actual culture. Presentations provide case studies and tips on implementing employer branding from both marketing and HR perspectives.

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Closing Address 2016