Ken Rolfes of KDR Associates was my guest on the Business901 podcast. This is a transcription of the podcast. Our conversation centered Lean 3P, Customer Centricity and the upcoming AME Conference in San Antonio.
The Hewlett-Packard Company (commonly referred to as HP) was an American multinational information technology company headquartered in Palo Alto, California. Its U.S. operations are directed from its facility in unincorporated Harris County, Texas, near Houston. Its Latin America offices are in unincorporated Miami-Dade County, Florida, U.S., near Miami; from 2012 to 2015 it also had offices in Medellín, Colombia.[82] Its Europe offices are in Meyrin, Switzerland, near Geneva, but it has also a research center in the Paris-Saclay cluster, 20 km in the south of Paris, France. Its Asia-Pacific offices are in Singapore.
CEO: Dion J. Weisler
Stock price: HPQ (NYSE) US$ 14.46 +0.18 (+1.26%)
Founders: David Packard, William Redington Hewlett
Successors: HP Inc., Hewlett Packard Enterprise
This chapter from the book, Your First 100 Days, Powerful First Steps on the Path to Greatness, will show you how to secure early wins that build credibility and momentum.
The Hewlett-Packard Company (commonly referred to as HP) was an American multinational information technology company headquartered in Palo Alto, California. Its U.S. operations are directed from its facility in unincorporated Harris County, Texas, near Houston. Its Latin America offices are in unincorporated Miami-Dade County, Florida, U.S., near Miami; from 2012 to 2015 it also had offices in Medellín, Colombia.[82] Its Europe offices are in Meyrin, Switzerland, near Geneva, but it has also a research center in the Paris-Saclay cluster, 20 km in the south of Paris, France. Its Asia-Pacific offices are in Singapore.
CEO: Dion J. Weisler
Stock price: HPQ (NYSE) US$ 14.46 +0.18 (+1.26%)
Founders: David Packard, William Redington Hewlett
Successors: HP Inc., Hewlett Packard Enterprise
This chapter from the book, Your First 100 Days, Powerful First Steps on the Path to Greatness, will show you how to secure early wins that build credibility and momentum.
Irene Etzkorn, my guest on the Business901 podcast What it takes to Simplify, is a worldwide authority on simplicity. As executive director of Simplification, she built the Simplification practice of Siegel+Gale. Her clients include the nation’s top banks, brokerage firms, insurance companies, utilities, and health care providers. Irene and Alan Siegel have recently authored Simple: Conquering the Crisis of Complexity describing these practices.
This is a transcription of the podcast. In the podcast, she described the 3 Steps of Simplification that was outlined in her book.
Robert B. Camp was my guest on the podcast, A Story of Sustaining Lean. Throughout his career, he has performed roles that have drawn heavily on his increasing body of Lean knowledge and experience. He is a board member of the Association for Manufacturing Excellence and the author of Go and See: A Journey about Getting to Lean, and most recently Sustainable Lean: The Story of a Cultural Transformation. This is a transcription of the podcast.
Theodore Panagacos, a former Management Consultant with Booz & Company in the podcast, Business Process Management more than an IT Function, gives an introduction to Business Process Management. Theodore recently authored the book, The Ultimate Guide to Business Process Management: Everything you need to know and how to apply it to your organization. His book has become an Amazon top seller in its category, Business Process Management. This is a transcription of the podcast.
Allan R. Coletta, author of a new book The Lean 3P Advantage: A Practitioner’s Guide to the Production Preparation Process was a guest on the Business901 Podcast, Lean 3P is PDCA on Steroids. Allan is a chemical engineer with an extensive background in manufacturing operations, supply chain and engineering, gained while working in the chemical process and healthcare diagnostics industries. This is a transcription of the podcast.
TlS: Theory Of Cosntraints & Lean Six SigmaBusiness901
Mark Woeppel, the President of Pinnacle Strategies was my guest on the Business901 podcast and this is the transcript of our discussion about the integration of TOC and LSS.
I had the pleasure of interviewing one of the noted experts in the Lean Community, Dan Jones. This is a transcription of our podcast, The Future of Lean with Dan Jones. We spent a fair amount of time discussing Lean outside the four walls of the enterprise and how Lean interacts with the customer.
Larry Rubrich of WCM Associates LLC has over 35 years of experience in engineering and manufacturing in the automotive, industrial, and consumer product areas. This is a transcription of our podcast, A Lean Perspective on Construction.
Ron Mascitelli, president of Technology Perspectives was my guest on the Business901 podcast, Lean Design interview with Ron Mascitelli. Ron is the author of five books, his most-recent publication, Mastering Lean Product Development: A Practical, Event-Driven Process for Maximizing Speed, Profits, and Quality. This is a transcription of the podcast.
This is a transcription of the Business901 podcast, A Strength Based approach to Lean and Six Sigma. Using various strength-based approaches such as Appreciative Inquiry, David Shaked of Almond-Insight has created a radically different way to approach Lean Six Sigma.
Robin Lawton has been a long time favorite of mine. His book, Creating a Customer-Centered Culture: Leadership in Quality, Innovation, and Speed offers some valuable insights even though it was written 20-years ago. I still use it on a regular basis and find it valuable in assisting people to more service centered thinking. The podcast with Rob, Let’s Talk Voice of Customer is an excellent resource for both sales and marketers and quality professionals. This is a transcription of the Business901 podcast with Robin.
David Anderson is a thought leader in managing effective technology development. He leads a consulting, training and publishing business at David J, Anderson & Associates. David may be best known for his book, Kanban: Successful Evolutionary Change for Your Technology Business.
David recently appeared on a Business901 podcast, Change is Best when it Evolves. This is a transcription of the podcast.
Moving from NOW to NEXT in the Marketing of Insights FortuneCMO, LLC
Insights Marketing Day | #IMD15 | 9-21-15 | by Steven Cook
Every business vertical today is experiencing rapid disruption of business models, value propositions, products and services & customer expectations. The Market Research industry is similarly facing big changes. It is more important than ever for insights businesses to understand & use state-of-the-art marketing & brand building approaches to better engage with customers, prospects & strategic partners.
Irene Etzkorn, my guest on the Business901 podcast What it takes to Simplify, is a worldwide authority on simplicity. As executive director of Simplification, she built the Simplification practice of Siegel+Gale. Her clients include the nation’s top banks, brokerage firms, insurance companies, utilities, and health care providers. Irene and Alan Siegel have recently authored Simple: Conquering the Crisis of Complexity describing these practices.
This is a transcription of the podcast. In the podcast, she described the 3 Steps of Simplification that was outlined in her book.
Robert B. Camp was my guest on the podcast, A Story of Sustaining Lean. Throughout his career, he has performed roles that have drawn heavily on his increasing body of Lean knowledge and experience. He is a board member of the Association for Manufacturing Excellence and the author of Go and See: A Journey about Getting to Lean, and most recently Sustainable Lean: The Story of a Cultural Transformation. This is a transcription of the podcast.
Theodore Panagacos, a former Management Consultant with Booz & Company in the podcast, Business Process Management more than an IT Function, gives an introduction to Business Process Management. Theodore recently authored the book, The Ultimate Guide to Business Process Management: Everything you need to know and how to apply it to your organization. His book has become an Amazon top seller in its category, Business Process Management. This is a transcription of the podcast.
Allan R. Coletta, author of a new book The Lean 3P Advantage: A Practitioner’s Guide to the Production Preparation Process was a guest on the Business901 Podcast, Lean 3P is PDCA on Steroids. Allan is a chemical engineer with an extensive background in manufacturing operations, supply chain and engineering, gained while working in the chemical process and healthcare diagnostics industries. This is a transcription of the podcast.
TlS: Theory Of Cosntraints & Lean Six SigmaBusiness901
Mark Woeppel, the President of Pinnacle Strategies was my guest on the Business901 podcast and this is the transcript of our discussion about the integration of TOC and LSS.
I had the pleasure of interviewing one of the noted experts in the Lean Community, Dan Jones. This is a transcription of our podcast, The Future of Lean with Dan Jones. We spent a fair amount of time discussing Lean outside the four walls of the enterprise and how Lean interacts with the customer.
Larry Rubrich of WCM Associates LLC has over 35 years of experience in engineering and manufacturing in the automotive, industrial, and consumer product areas. This is a transcription of our podcast, A Lean Perspective on Construction.
Ron Mascitelli, president of Technology Perspectives was my guest on the Business901 podcast, Lean Design interview with Ron Mascitelli. Ron is the author of five books, his most-recent publication, Mastering Lean Product Development: A Practical, Event-Driven Process for Maximizing Speed, Profits, and Quality. This is a transcription of the podcast.
This is a transcription of the Business901 podcast, A Strength Based approach to Lean and Six Sigma. Using various strength-based approaches such as Appreciative Inquiry, David Shaked of Almond-Insight has created a radically different way to approach Lean Six Sigma.
Robin Lawton has been a long time favorite of mine. His book, Creating a Customer-Centered Culture: Leadership in Quality, Innovation, and Speed offers some valuable insights even though it was written 20-years ago. I still use it on a regular basis and find it valuable in assisting people to more service centered thinking. The podcast with Rob, Let’s Talk Voice of Customer is an excellent resource for both sales and marketers and quality professionals. This is a transcription of the Business901 podcast with Robin.
David Anderson is a thought leader in managing effective technology development. He leads a consulting, training and publishing business at David J, Anderson & Associates. David may be best known for his book, Kanban: Successful Evolutionary Change for Your Technology Business.
David recently appeared on a Business901 podcast, Change is Best when it Evolves. This is a transcription of the podcast.
Moving from NOW to NEXT in the Marketing of Insights FortuneCMO, LLC
Insights Marketing Day | #IMD15 | 9-21-15 | by Steven Cook
Every business vertical today is experiencing rapid disruption of business models, value propositions, products and services & customer expectations. The Market Research industry is similarly facing big changes. It is more important than ever for insights businesses to understand & use state-of-the-art marketing & brand building approaches to better engage with customers, prospects & strategic partners.
Outside In - Innovation and Insights Consultancy CredentialsMat Shore
At outside InTM we believe passionately that you can teach the core language and skills of disciplined insight and value proposition creation to commercial teams and R&D folks alike. Glowing testimonials from a roster of global clients suggest that we are able to build competency in even the most complex markets and organisations.
Unlike other training consultancies we don’t teach anything else but value proposition creation,so we are the experts. Watch our video to find out exactly what we cover.
https://www.youtube.com/watch?v=WVcBcwnO1cQ
Walt Boyes presents a totally revised and updated version of PR101, his very popular Marketing Communications Master Class.
This webinar is for both newbies to marketing communications (product managers, sales managers and engineers who have been "promoted" into marketing) and those who have been doing marcomm in the automation industry for a while.
This webinar is specific to the automation industry and discusses:
- Marketing "bang for the buck"
- Integrated marketing
- Public relations in the automation industry
- How to place a press release
- Product releases and news releases
- Relationship building with editors, influencers, and thought leaders
- Social Media: Inbound and outbound marketing -- a cascade control loop
- Metrics and measuring results
Walt has more than 25 years of experience in sales, sales management, marketing, and product development in the automation industry, including Executive Committee experience and board of directors service in both for-profit and not-for-profit companies.
Walt is currently serving as Editor-in-Chief of CONTROL magazine, http://www.controlglobal.com. In addition, he is a principal in Spitzer and Boyes LLC,
http://www.spitzerandboyes.com, a technology consulting firm devoted to assisting companies to better market their products in manufacturing and automation. Walt also acts as a freelance acquisitions editor for Momentum Press, a division of iGroup, on Instrumentation and Automation texts. Walt has published professionally in the technology and science fiction fields, and is a member of SFWA, the Science Fiction and Fantasy Writers of America.
Old Products, New Tricks: Driving Discovery and Experimentation in Your Organ...Aggregage
If you want to build what matters, you can't move forward blindly. But to make progress, you can't let things slow to a crawl while you focus resources on gathering data. This is where continuous discovery and experimentation come in.
Join Teresa Torres (Product Discovery Coach, Product Talk), David Bland (Founder, Precoil), and Hope Gurion (Product Coach and Advisor, Fearless Product) in a panel discussion as they cover how - and why - to build a culture of discovery and experimentation in your organization.
Old Products, New Tricks: Driving Discovery and Experimentation in Your Organ...BrittanyShear
If you want to build what matters, you can't move forward blindly. But to make progress, you can't let things slow to a crawl while you focus resources on gathering data. This is where continuous discovery and experimentation come in.
Join Teresa Torres (Product Discovery Coach, Product Talk), David Bland (Founder, Precoil), and Hope Gurion (Product Coach and Advisor, Fearless Product) in a panel discussion as they cover how - and why - to build a culture of discovery and experimentation in your organization.
Customer Value Mapping: Using customer value mapping to understand what custo...Business901
Customer value mapping is a qualitative approach that looks at the perceived value of a product or service from the customer’s perspective.
The Business901 Fractional Marketing Services allow customers to focus on their core operations while the business development and marketing experts at Business901 handle customer-facing campaigns. The plans are tailored to each business, considering each company’s existing capabilities, budget, and industry.
Business901 offers a unique combination of traditional and progressive methods to maximize customer growth. Social media campaigns, in-person and online events, and partnerships with industry organizations are all available, depending on the company’s needs. Additionally, Business901 utilizes AI-based tools to accelerate the sales and marketing process. This modern approach ensures that customers get the most out of their time and budget.
“At the end of the day, Business901 is focused on providing clients with the best experience possible,” said Dager. “We strive to give our clients access to the expertise and resources they need to succeed in their respective industries.”We act as teachers, consultants, strategists, or implementers. The program is designed around your desired deliverables with specific milestones and time frames to meet your outcomes.
Are you looking at growth through the right lenses? Or are you still operating in the Doom Loop? Is your disciplined actions focused on experimentation?
Jim Collins has been talking about the Flywheel Effect for many years and most of us (should) know the intricacies behind the concept. Reviewing the recent book Experimentation Works, author Stefan Thomke reinforces this effect through Booking's Growth Flywheel and his own 7 System Levers.
Expanding on just 3 of the 7 levers:
1. Scale: Number of experiments per week, months, or year
2. Scope: Extent to which an organization’s employees are involved in experiments
3. Speed: Time from formulating a hypothesis to completing an experiment
In the past, I have written about using the Lean trio of SDCA, PDCA, EDCA with an umbrella of CAP-Do or in Non-Lean terms; Standard Work, Continuous Improvement, Design Thinking (Exploration), and Reflection.
In the book, Cracked it!: How to solve big problems and sell solutions like top strategy consultants, the authors lay out their 4s Framework in much the same manner with a flowchart to guide you through the use of it. Their dive into each discipline is excellent. Enjoy the read.
The part of the framework that they took the time with that most problem-solving books don’t is the Sell Stage. Of course, I am partial to that area but even though I am, when doing it for myself, I often just think people get it. Everyone wants to grow revenue or save time and money?
I also like that though it is convenient to put documentation at the end and part of this stage, I took a little deeper meaning from it. The part of sustaining, and even improving again often rests on the idea of how we deliver/sell the results.
Branops - Making Your Story Your StrategyBusiness901
In BRANOPS, we scale by looking at marketing from a Growth Mindset. We don’t start with a complex market and try to work back by tweaking and modifying it.
Roles of Intuition & Rationality in Strategic DecisionsBusiness901
Author Julia Sloan in the book, Learning to Think Strategically, emphasizes the need for both a Creative and Rational balance in the approach.
Sloan says, "Without a well-honed intuitive sense, problem analysis can remain clinical, sanitized, and ineffectual, in that problems are exposed only superficially and analyzed without much, if any, examination of the “truthfulness” of their cause. Rationality then plays the critical role of identifying relevant information and analyzing facts." I find her approach the rest of the book equally enlightening.
This process reminds me of the Divergent/Convergent Design Think approach and equally similar to Disney’s Creative Strategy: Dreamer, Realist, and Critic approach.
I have both an electronic and audion version of the book. It is a good listen. Amazon: Learning to Think Strategically 4th Edition https://amzn.to/2Z1vyKB
Onboarding Freelancers LinkedIn Group Deck Business901
Would you contribute to empowering Freelancers in your work environment?
Please consider joining this LinkedIn Group:
https://lnkd.in/eRuGzsm
As the use of Freelancers proliferate across organizational departments new ways of thinking are required. We have created instances of success in employee onboarding but often we have similar expectations of Freelancers in very condensed cycles.
This group is intended first and foremost to create awareness of these issues and elaborate on ideas for enhancing the flow of work between the stakeholders.
Lean Scale Up: Lean as a Growth StrategyBusiness901
The Lean Scale-Up ebook has been a handout and lead generator on my website for several years. It was created with the understanding that if you can build a culture of PDCA, a culture of learning, growth becomes part of everyone’s job.
It is this aspect I have always believe that separates good companies from great companies.
Social Media Analytics For International MarketersBusiness901
This Prime Target Webinar will provide insights on how social media analytics can be used for International Market Research.
Topics Covered:
1. Five Advantages to using social media analytics for international marketing
2. Social media – source for market research unexploited by companies
3. Learn to understand and track our markets and competitors in our target countries
4. Discover reliable tools adapted for small companies
More Info & Registration:
https://www.bigmarker.com/prime-target/SOCIAL-MEDIA-ANALYTICS-FOR-INTERNATIONAL-MARKETERS
In creating an International Strategy, "Where to play" is a critical component, maybe the most. And the scariest part is that it can change rather quickly. What is your risk? Are you prepared?
This is an excerpt from a recent Prime Target and Euromonitor International webinar about risk hosted by Tatiana Miron: https://lnkd.in/eXr_8dU
PrimeTarget.tech helps SMEs and startups accelerate growth and improve performance globally through the power of data and analytics. The management team is versatile and abreast in growth hacking for companies with global ambitions. Their purpose is to open access to small and medium enterprises to a fundamentally new approach in decision making with regards to global strategies, one designed to match today's fast pace of change and new technologies.
Get On Track with a Strength-Based Sales and Marketing ApproachBusiness901
If the video does not play in the 2nd slide, this is the YouTube Link: https://youtu.be/fmWWut0rjBY
The video incorporates the disciplines I use within a Strength-Based Sales and Marketing effort. Taken from great leaders of Appreciative Inquiry, it may look complicated but all of these are founded on the basic principles of AI.
Appreciative Inquiry is a shift from looking at problems and deficiencies and instead focusing on strengths and successes. It is a tool for change, and it will strengthen relationships throughout your business. Most people struggle to obtain this mindset without training. We have just been conditioned otherwise. I always use the example that is about obtaining the flow of what and how versus the drilling down of why. In sales and marketing when you analyze your wins instead of your losses it makes you 10X more likely to understand the events that trigger decision-makers to become motivated about buying your product or service.
More info at https://business901.com/
Faces of Change 2 - Social Emotional Learning ProgramBusiness901
The Faces of Change 2 Introductory Program provides a foundation for teachers, parents, social workers and mentors to understand how and what that relationship should look like for students presently and in the future. By using the Faces of Change Timeline as a central focus we will introduce the central theme of the Faces of Change 2 program. Participants are provided with the groundwork on how to use Faces of Change activities in the classroom while counseling, advising, or serving as an advocate for the student.
A recent presentation for a small group of manufacturers on Lean Sales and Marketing. We concentrated primarily on creating a marketing space utilizing Lean and Blue Ocean principles.
Are You Interested in Esports Advertising? Are you unsure of how to get started?
Take a look at the following Ad Deck and see if you would like to test the waters.
More information: Business901, https://business901.com
KM Cyber Security, https://www.kmcybersecurity.com/
Keatron Evans is the Managing Partner at KM Cyber Security, LLC
and responsible for global information security consulting business which includes penetration testing, incident response management/consulting, digital forensics, and training.
Intel E5/Gold processors, SSD drives in RAID 10, 10Gbps network interfaces, enterprise-grade RAM, peering with multiple Tier-1 networks for excellent latency, and more. - At pricing that is hard to believe.
Understand the Purpose Behind the QuestionBusiness901
The ability to ask good questions is essential in today’s world. However, as Stephen Covey categorized in one of his 7 Habits; “Seek first to Understand, then to be understood.” Or another way Dale Carnegie phrased this, “To be interesting, be interested.” To accomplish this, I think one of the areas that most of could work on is to develop our ability to quickly recognize the purpose of the question. When we do this, it is much easier to align perspectives and therefore engage in collaborative efforts.
Adapted from the work of Stafford (2009) and from the book, Collaborating for Inquiry-Based Learning: School Librarians and Teachers Partner for Student Achievement by Virginia L. Wallace and Whitney N. Husid, the Purposes for Question diagram is an ideal training aid for me in sales and marketing.
Turning Reflection into Action using the Lean Process of CAP-Do Business901
The Lean Process of CAP-Do is how I initiate most projects. It creates a path towards capturing standard work, deciding what we what improve on, what we want to explore and not to be forgotten what we want to stop doing. This outline provides an introduction to using Lean for marketing and introduces the upcoming workshop on Marketing Action Research.
[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
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).
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
Experience unparalleled EXTENDED STAY and comfort at Skye Residences located just minutes from Toronto Airport. Discover sophisticated accommodations tailored for discerning travelers.
Website Link :
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3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
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.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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A Lean Practitioner
1. Business901 Podcast Transcription
Implementing Lean Marketing Systems
A Lean Practitioner
Guest was Ken Rolfes
Related Podcast: A Lean Practitioner
Sponsored by
A Lean Practitioner
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2. Business901 Podcast Transcription
Implementing Lean Marketing Systems
Ken Rolfes has spent more than 30 years in public and private
companies that design, manufacture, and market technically
based products for the medical device, industrial product and
computer industries. He has extensive lean
enterprise experience in general
management, new product development,
cost management systems, turnarounds,
acquisitions and divestitures, and various
financial transactions including IPO, private
equity and venture capital financing.
He has the reputation for turning around
businesses and leading companies to record
profitability and growth. In 1995 as a
corporate officer and VP Operations at Graphic Controls, a
medical device and industrial products manufacturer, the lean
operating product and market expansion strategy developed and
executed resulted in almost doubling the company revenues in
three years.
Ken currently serves as National Board Director and Western
Region President of the Association for Manufacturing Excellence
(AME) and is contributing editor for Modern Woodworking
magazine. He has served on economic development board in
Western New York, the advisory board for UCSD Lean
Manufacturing Institute and periodically serves as extended
studies instructor for San Diego State University in the Lean
Enterprise Program.
Ken can be found at KDR Associates. They are located in San
Diego, CA.
A Lean Practitioner
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Transcription of Podcast
Joe Dager: Welcome everyone this is Joe Dager the host of the
Business901 Podcast. With me, today is Ken Rolfes. He has spent
more than 30 years in public and private companies that design,
manufacture, and market technically based products for the
medical, industrial, and computer industries.
He has extensive Lean enterprise experience in management,
product development, turnarounds, acquisitions, and various
financial transactions. Without the fanfare of social media, articles
or a new book that I'm aware of, what has intrigued me about
Ken is that his name has continually surfaced in discussion with
both industry and trade people as one of the most well-respected
people in the Lean world.
I would like to compliment you, Ken on the respect that I have
found for your work, and since it is pretty tough to find a starting
point could you start out by telling me what about all this you
enjoy the most?
Ken Rolfes: Well thanks for the very nice introduction that's
very enjoyable. Basically, what I enjoy the most is really getting
the people energized in companies when they see the possibilities
of what they can do themselves.
That's kind of what the heart of Lean is all about, isn't it? It's
really engaging the people and using the talents that you have
and what you see is so many of the organizations and companies
that you walk into use so little of the brain power in their
organization so what I think Lean does is it helps you unlock the
brain power and use a much larger percentage of that. I think if
you're talking about North American manufacturers or service
providers whether they're in medical or industrial or any sector at
this point, you can't afford to waste the brain power of your
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people.
Joe Dager: I think that's a great description. I've never really
heard someone start it out that way before. It's really about
knowledge creation, knowledge building, isn't it?
Ken Rolfes: That's what Enterprise Lean is all about. In my
background, I have an engineering degree and an MBA in
Finance, but my real learning was hands on in a startup company
that I did, and a leverage buy out that we did, and then taking a
company public. All those activities there's very keen element
about that is, is that you're never rich on resources in this kind of
environment and so consequently the resource that you have to
be able to use is the thought and capability of your people and
develop ways to differentiate yourself in the marketplace.
Joe Dager: Your name first came up in the product development
area to me, in Lean 3P. Have you always practiced 3P or is 3P
something new you're working with in product development?
Ken Rolfes: Can't say that I've always done 3P, but I guess my
3P activity really started when I was with a company called
Graphic Controls. We were in the medical device industry, and a
very small player and so consequently we took it through a
leverage buy-out and consequently we didn't have a lot of capital,
so we had to be very creative.
At the time, this was in the mid-90's the group purchasing
organizations in the medical industry and the hospital supply
ruled the world and so in order for you to sell your products you
had to sell through the group purchasing contracts which were
driving prices down very aggressively in their favor. Looked at
one of our products lines and found that if we didn't do something
pretty radically different we ought to just withdraw from the
business because, in two-years, we would not be able to make
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any money.
I had heard a little bit about this 3P stuff at that time and it was a
huge learning for me and the team, and we knew we did
reasonably well, but when we were acquired some years later our
acquisition company competed with us in their product line so we
wouldn't show them the products until we had a definitive
agreement.
Well I was walking the guy into our plant, and he says, "You
better be glad we bought you," and I said, "Oh, why's that?" And
he says, "Well these products here we just spent 4 million dollars
in the last few years here we're building a product production line
that's going to make all these products." I said, "Oh wow, well is
it up and running?" And he said, "No, nope. It's about 6 months
off." I said, "What's your unit cost going to be?" And he told me.
My response was, "Well you better be glad you bought us," I said,
"because I'm going to walk you into this plant and I'm going to
show you two lines that are currently running and operating and
we're operating at that cost. And oh, by the way, each line cost
us a quarter of a million dollars."
That taught me the power of 3P which is really the power of
rapidly learning and developing alternatives and using the
capabilities and such of your people from a broad spectrum and
backgrounds. That was my kick off, and my learning and I'm
sticking to it.
Joe Dager: Well I think it's interesting. 3P has always interested
me because it seems it can be used outside of product
development also, really as a change method. Can it be?
Ken Rolfes: Basically what 3P is a very physical modeling of an
item and you can do this as a process or a product. I suppose you
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could consider it to be done for a service. It might be a little
difficult to think of it in that way, but basically what you're doing
is you're creating ideas, and you're trying them very rapidly. You
can use these and people do use 3P whether you're designing a
product or designing process and it's best used when you do
them both somewhat together as we did with our product
because that's what is really effective.
That was one of the reasons why I recommend looking at Target
Magazine in mid-2012; I think the mid-year one and the Fall one.
We featured a subject on the squeeze machine which is Temple
Grandin's design of a piece of equipment to hug an individual,
specifically an autistic person, to relax them. And it works. It's
been working for 25 years, but the cost of it has escalated.
We thought here is a product that's free of intellectual property
issues because Temple owns the intellectual property and she's
given it to anybody. She was willing to give it a try, so we used
that as a model to bring people together to understand how do
you use and unleash part of the capability of a broad spectrum of
people and use it in your organization. Use this as examples.
So we had 12 people from 12 different companies. We had an
autistic person, we had people from the autistic research
institute, the Easter Seals Foundation, the manufacturer and such
all came together for first a couple days of just exploring what is
the requirement of this device. What are the needs, what's the
customer looking for, and then we came back a few months later
and did a three day 3P event.
The article's pretty interesting. There are two of them. What you
can see is we radically redesigned the product and cut more than
50% of the cost out of that product.
Joe Dager: You did this in a regulatory environment or in the
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medical device field. Does that restrict you in using 3P does that,
or in any product development maybe, a great deal?
Ken Rolfes: Well the regulatory doesn't really restrict you in
that regard. What it restricts you with is the path that you have
to follow to release. Most of the products in the medical device
industry follow, unless you're really getting into invasive
products, a [510(k)] route which is a little less regulatory. As you
get into the higher Class 3, which is the life-sustaining or very
invasive products, you have to follow the path in the device
history records to be able to release your product.
3P actually can help that because, in that process, you can
document what you're doing and document the trials. You have a
history record as to why you chose a design and prove that the
design works.
Joe Dager: One of the things that you really specialize in is
Customer-Centricity. In connecting companies closer to their
customers. How does Lean help that?
Ken Rolfes: Let's take a step back and talk about how
companies connect with their customers. I don't know what your
experience has been, but mine has been as I got into this
consulting world if you will and got into visiting companies,
people really don't understand what their real mission is as a
company. Connect with their customers. I call it; refer to it as line
of sight.
Think about it this way. Can you look at your customer
throughout your entire business? Can you see? Can the people in
your organization see what they're doing for their customer? You
might say; "Why is that important?" Jim Womack wrote his book
on Lean thinking. He came up with these five principles. The
number one principle was the principle of value. The customer
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really defines the value.
If that's case, isn't it important for people to know what the
customers value? I thought I was just going into companies that
were unique if you will in that they weren't very well organized,
and they didn't really see.
The Gallup Business Journal last year, and I don't remember what
month it was, had an article on some survey that they did. They
went into companies and asked questions of executives, the
management, and employees. And one of them that kind of stood
out, it says; "I know what my company stands for and what
makes our brands different for our customers." Interestingly
enough, only 60% of the senior executives strongly agreed that
they knew that answer. It went down to somewhere about less
than a third of the employees could answer that question.
I know this is kind of a long answer to this thing but the key here
is, unless you can create clarity in your organization as to why
you're there and what are you doing for your customer it's really
hard to do Lean throughout your organization.
Consequently what Lean has been focused on primarily is in the
operational and what we call the fulfillment value stream in the
organizations. When we get to the demand generation or the
sales side or product development, Lean has a tough time. You
go to AME's conferences there are few sales people, and there's
getting to be a few more product development but pretty heavily
focused on the fulfillment side.
The metrics that you have in the fulfillment side is fairly simple.
They're process metrics. Quality, delivery, cost, and safety are
the ones that you generally measure. Now get outside of the
fulfillment side and the value definition becomes a little bit more
complex. Now quality becomes more than just adherence to a
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spec. Cost becomes more than just price. Delivery is more than
just being on time.
So work with and use Lean tools with demand generation side is a
value stream map of your demand generation process can be a
pretty eye opening type of thing. I'm working in the B to B range
that's the realm that I'm working with I'm not really working with
the B to C. What I'm looking at here is how the companies work
together.
An example, a retail services company that I work with was
struggling because basically the retail services were looked at by
the customer base. The customer world was simply just how
many bodies, what's the rate per hour that you're going to charge
me to do this job. I said, well let's go look at what are the goals
that the customer is really trying to solve. What's the problem the
customer is trying to solve? When we look at that in that way it
changes your whole dynamics.
If you take your value stream map and you map the process.
What you find is most of what you're doing today is more
transactional. Companies don't have a whole lot of control over
the process. In other words, a customer decides to send a
request for a quote in and a company looks at it and says, "Oh is
this something I do? Oh, okay. All right, here's a quote." You
negotiate it a little bit. The customer selects a vendor, issues a
contract. Okay, “what percentage of business are we getting?"
So, they manage the implementation. It's all highly contractual,
or transactional.
In each of the cases that we're working with is, in the B to B
realm what is the ultimately customer, what are the goals that
the customer is looking to achieve? We create a discussion
around shared goals and creating solutions. Such that now you've
got instead of your sales guy dropping off a line card and saying,
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"Hey if you need any of this give me a call." Now we're really
talking about how do we manage the mutual cost of doing
business together?
At the end of the day, you need the same fundamental metrics
resolved that you have to have; the quality in the broad sense of
the term in how they work together. The cost has to become the
total cost of doing business together. The delivery has to be
exactly when it's needed for your customer to be able to satisfy
their customer.
Consequently, Lean tools apply so radically and can be so
engaging between you and your customer. I had a few examples
of that at AME but not very many. I would like to see more.
Joe Dager: Clayton Christensen used the words "jobs to done".
You got to look at what jobs need to be done for the customer
and how your product or service plays the role in getting that job
done.
Ken Rolfes: Exactly. 3M was notorious, and I hope they still are
for this in that they used to say, 'We don't go ask the customer
what he wants we go look and walk in his shoes and see the job
he's trying to get done. And that's how we create our solutions.'
Joe Dager: I think it's interesting that you bring that up Ken
because so many times when we look at a value stream, or we
look at some process flow thing the customer is all the way over
there on the right side where you've run out of paper. He really
should be over in the center of the paper shouldn't he?
Ken Rolfes: We've gotten tool happy if you will in this and I
think that's part of the problem. We're always in search or
another tool if you will. For a while, we were doing Kaizen events
and that sort of thing, and then we decided that maybe we ought
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to map the process and do some value stream mapping. Easy
ways to do this stuff by saying well okay what's the value?
When we're doing the fulfillment side, you've got a lot of things
that are defined. When you're out there trying to develop a
customer and develop some business it's not nearly as defined.
It's much more complex, and it's harder to do. It’s harder to
define value and you can't do it in a conference room you've got
to go out there to the customer.
That's why what you see on a map is all the way on the right-
hand side. They probably spend 2% of the time talking about that
and the rest of the time wanting to put post-it notes up for the
process. I think you got to talk, do a lot more time around that
customer value.
Joe Dager: How can we get our sales people or leadership? Is it
just visiting the customer or can we talk to the customer and say,
"Hey can we help you and value stream your process?" So, we
can see what problems they have getting their job done? How
can we get involved or how have you gotten companies involved?
Ken Rolfes: The way to get involved is to first start internally.
Understand what you're doing as an organization. I'll give you an
example. A company that I'm working with was clearly an
example of this. They do a good job, but each of the departments
was very siloed, none of the managers of those departments
could really look at the whole picture. The first thing we did is we
got them to look at, number one how connected they are and
how important it is that they're connected for their customers.
Then secondly, we said look at your customer base. Every
company has a tier of customers. We had them take their top
customers and say okay guys let's sort this stuff out and let's
create a customer team, a cross-functional customer team. This
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really took the owner of the company's buy-in because typically
sales people don't want to let anybody, but themselves own the
customers.
We took a cross-functional customer team and created what we
called, this was a service company, and we created client service
teams having each team do business reviews of their top
customers. They first started internally, you know they could feel
comfortable with it, and then by the second quarter went out to
visit with customers and started talking about what they're doing.
The customer got pretty interested, so that's kind of neat.
Then the third quarter brought the team to the customer. They
did a complete walk-through and business review with those
customers. Obviously, the outcome of all this is you have some
actions and things you're going to work on.
The outset of the whole thing is they finally over the last two
years they've developed where client teams cover all their key
customers and their new customers and since the last two years
they've grown over 20% in this environment here because of
that. When you talk to their customers their customers say,
"Geez, most of what we knew of you before was the bill we got
each month for your service,” kind of like the electric company?
Today, what they know of them is how they're helping them
improve their business. And that's the difference. You have to
build your own internal confidence and then go out. Another
company that I'm working with is a product company. They're
starting their business review, and part of the discussion is we're
having what is called innovation reviews. What do they need?
What do they need?
It's open, not just in to the product itself but also to what the end
use of that product is and how they get that product there. So it's
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beginning to change the view of how they're working together. So
it's a proactive activity where goals are shared, and solutions are
developed in a collaborative mutual way.
Joe Dager: You know I buy in to this, I agree. I mean I agree
with you anybody that's read my blog will know that you're
signing my tune. They'll know that. I think what prevents
companies from doing this a little bit, one, it's a scary thought,
one you need what I call Lean engagement teams versus a sales
guy out there covering a customer. One of the things is it seems
like there's a lot of upfront investment to get this without a sure
bet that you got rewards at the end. You're not sure you got a
pot at the end of the rainbow here. Is that a fair question to ask?
Ken Rolfes: Well I'm not sure I follow the alternative. What else
would you invest in? I mean Peter Drucker so wisely said, "The
first order of business is to create a customer." Where else are
you going to invest?
Joe Dager: You're saying it's got to go deeper in an organization
than just one guy out there owning a customer anymore.
Ken Rolfes: Basically, what it has done is created clarity of
purpose throughout the organization. It's not unusual in a
company to see the internal conflict between finance and sales
and operations and such that the operations guy says, "Well you
know those guys will sell anything, doesn't matter whether we
make it or not." Finance guys will say, "Oh those guys will sell
anything no matter whether we'll make any money on it or not."
The sales guys are out here saying, "Geez, you know I'm out
here, it's hard developing customers. It's hard work out here, and
I don't get the damn support from the whole office I just get
criticized." That doesn't have to happen.
Joe Dager: Part of it is building that, like you talked about,
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building that clarity within internally first so that there are some
communication channels inside first, right?
Ken Rolfes: You have to first work within your four walls. You
know in the operation side when they start working on their Lean
processes you start in your four walls and then go out to your
supply base so that you can create some connection with your
suppliers and relate to them well. Well same thing goes with your
customers.
Joe Dager: Just touch base here on AME and the Consortia
Program that you're doing. Can you tell me about that?
Ken Rolfes: The Consortia Program at AME has been kind of in
development for a few years, and, in fact, we've had I guess our
first one started in 2009, I guess it is. The whole purpose of it is,
is that AME as we see and particularly the biggest thing that
people recognize is the annual conference and you get people
from all over the world. We have regional events, and we get
those regional events we get people coming in from all over the
place to.
What we're known for is innovative thinking and openness and
ability for people to come see and learn. What we haven't had is
a mechanism for people in their local area to work and share and
learn and grow together, and that's what the Consortia are really
all about.
It is taking the capabilities that AME has on a global and national
basis, bringing those capabilities into the local area. Where
companies that are physically located less than an hour's drive of
each other can get together and share and learn and grow and
help each other overcome obstacles. What this is really doing is
that, AME the way we're structured right now is fairly broad, but
we can't get very deep into an organization.
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With the Consortia, it can create the ability for the local groups to
get deeper in their organization, get more of their people to go
back and forth and help each other and learn and really focus on
the things that they need in their organization. We're on a roll-
out. I guess we have about 6 or 7 of them running right now and
by the end of the year we hope to see about 10 more.
Joe Dager: What do you have upcoming for yourself?
Ken Rolfes: I guess right now on AME I'm working on the San
Antonio conference. I'm the flight leader for the presentations,
and it's our whole theme there is the revitalization of North
American manufacturing. We've got three flights. One is on
people. One is on supply chain, and the other is on innovation.
We've got pretty neat programs set up for that conference. I'm
concentrating on that at the moment.
Joe Dager: What's the best way for someone to get a hold of
you or contact you?
Ken Rolfes: Get my website at KDR-Associates.com, or on the
AME website my email is there. You can get me through AME.
Joe Dager: I would like to thank you very much it's very
appreciative and very informative. This podcast will be available
on the Business 901 iTunes store and the Business901 blog site
so thanks again Ken.
Ken Rolfes: Well thank you for having the time to chat with you
here. It was great.
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Joseph T. Dager
Business901
Phone: 260-918-0438
Skype: Biz901
Fax: 260-818-2022
Email: jtdager@business901.com
Website: http://www.business901.com
Twitter: @business901
Joe Dager is president of Business901, a firm specializing in bringing the
continuous improvement process to the sales and marketing arena. He
takes his process thinking of over thirty years in marketing within a wide
variety of industries and applies it through Lean Marketing and Lean Service
Design.
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