British airways 260809
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John King was appointed chairman of British Airways in 1981 to lead a turnaround. The airline was losing money, overstaffed, and had poor customer service. King initiated drastic changes, including reducing staff by 9,000 in 9 months. By focusing on customer service and intensive training, British Airways became profitable again by 1990. In 1996, Robert Ayling became CEO and continued the success, but economic issues in 1997 hurt profits. Ayling focused more on profits than employees, damaging morale. By 2000, British Airways was losing money again and Ayling left the company.
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- British Airways underwent failed change management from 1996-2000, posting its highest profits then slipping to lowest share prices.
- CEO Bob Ayling focused on cost-cutting without considering stakeholder needs, leading to employee and customer dissatisfaction.
- Ayling lacked people skills and failed to communicate vision, consult employees, or build a competent management team, alienating stakeholders in the process.
British Airways
British Airways is the largest international airline based in the UK operating out of Heathrow Airport. It transports 36 million passengers annually to 268 destinations in 97 countries. In 2008, British Airways launched its new Terminal 5 which experienced major operational issues on opening day, damaging the airline's reputation. To restore confidence, British Airways launched an advertising campaign called "Terminal 5 is Working" featuring daily updated ads with real performance metrics and customer photos to convince the public that issues had been resolved. The campaign was successful in helping rebuild the airline's image.
Case study British Airways
This document provides an overview of strategic management concepts as they relate to services organizations, using British Airways as a case study. It discusses British Airways' corporate structure as part of International Airlines Group, its strategic scope in products, markets, geography and competencies. It also examines strategic costs such as sunk costs and learning curves. The document analyzes British Airways' organization, market definition, industry analysis using Porter's five forces, and recommendations to improve its strategy.
British Airways
British Airways Avionic Engineering (BAAE) is establishing an Automated Storage and Retrieval System (ASRS) to improve its inventory management and customer responsiveness. The ASRS must meet requirements related to BAAE's product types, aviation industry standards, and regulations. Traceability is important in aviation and other industries for regulatory compliance, security, and establishing trust with customers. Information technology systems play a key role in enabling internal and external traceability across supply chains. BAAE aims to reduce inventory costs and improve its ability to recertify components within 3 minutes through the new ASRS.
BA Agile Decision Management - Impact 2010
This document summarizes how British Airways used a business rules management system (BRMS) called ILOG JRules to increase revenue opportunities. It describes two case studies where JRules was used: 1) To provide new upgrade options, increasing upgrades by 400,000. 2) To allow advanced seat reservations up to 360 days in advance, increasing reservations by 500,000. The BRMS enabled faster rule changes and new opportunities to be exploited in 18 months. It provided control over pricing and eligibility, improved time to market, and business ownership of rules.
British airways
British Airways appointed Saatchi & Saatchi as its global advertising agency in 1982 to develop a global brand identity and advertising campaign. Saatchi & Saatchi launched the "The World's Favourite Airline" concept campaign in 1983 featuring the commercial "Manhattan Landing" showing the island of Manhattan rotating through the sky to London. The campaign aimed to boost British Airways' prestige but received mixed reactions internationally and faced opposition from some country managers. British Airways also ran business and leisure advertising campaigns to promote services like Concorde and package deals.
Reasons to diversify in the airline business british airways
British Airways has diversified its business through its airline and cargo operations divisions. It operates over 400 destinations worldwide. While revenue increased in 2012, operating profit decreased 55% from the previous year. The document analyzes British Airways' diversification strategy using Porter's generic strategies and Ansoff matrix. It finds that British Airways has pursued a differentiation strategy but needs to also focus on cost leadership to improve profitability. The document recommends that British Airways focus on the growing UK market and emerging markets to regain profitability through further diversification.
British Airways - Brand strategy
The presentation attempts to analyse UK airline industry and the situation in which British Airways, the flagship national carrier, is in, and suggest strategic direction for the brand.
Several strategic models are employed including PEST, SWOT, Ansoff, Keller's CBBE model.
Ryan air vs british airways hrm policies & strategy
An analysis of the contrasting HRM policies of BA and Ryan Air through 4 frames - Structural, HR,Political and Symbolic and commenting on the alignment of the HRM policies to the strategic objectives of each company
Managing Change at British Airways, An Introduction
Brief introduction to change management at British Airways by Edinburgh University Undergraduates. Presentation briefly covers history of the company and applies introductory concepts to major change events within the firm, concluding with points of interest for further research.
1 british airways, stakeholder analysis, petya laleva
The document discusses stakeholder theory and its application to British Airways. It identifies BA's key stakeholder groups as customers, employees, competitors, suppliers, media, financial institutions, shareholders, local communities, and government/regulators. It then analyzes BA's relationships with each group and how they influence the company. It also describes a successful 2008 campaign called "Terminal 5 is Working" that BA launched to improve perceptions after issues arising from the opening of a new terminal.
A tqm-case-study-in-service-sector british airways
British Airways implemented a Total Quality Management (TQM) approach in the 1990s to transform its customer service and turn the company around from financial struggles. It laid off thousands of employees to cut costs but then rehired and retrained staff with a focus on customer service. British Airways invested heavily in employee training programs, changed its culture to be more service-oriented, and saw profits increase by over 10% annually as it became one of the largest airlines in the world.
British Airways
The document discusses British Airways (BA), including:
1. It serves 33 million cups of tea and uses large quantities of food each year to serve over 7,000 passengers nightly on its fully flat bed club world flights.
2. In the 1980s, BA was in severe financial trouble and almost bankrupt, but through job cuts and cultural changes initiated by its new chairman, it was transformed into a profitable airline known for its customer service.
3. One of BA's achievements this century was a new low-cost pricing structure for domestic and European flights starting from £59 and £69 respectively.
British Presentation
The document discusses the opening of British Airways' new Terminal 5 at Heathrow Airport in 2008, which resulted in a major crisis. On the first day of operations, 34 flights were cancelled and baggage check-in was suspended. Over the next 10 days, over 500 flights were cancelled and 42,000 bags failed to travel with passengers. The crisis was caused by poor staff training, lack of logistics planning and pretesting, and the absence of contingency plans. British Airways lost £25 million due to the crisis and saw its brand value and shares decline significantly.
British airways
British Airways experienced baggage handling issues at Heathrow Terminal 5 that left thousands of passengers without their luggage. An IT fault caused the baggage belt system to break, leaving airport staff to sort bags by hand. Passengers landing in Africa and America arrived without their bags and bombarded British Airways with complaints on social media. The airline does not know how long it will take to reunite passengers with their missing luggage.
Strategic management british airways
British Airways Assignment involves student Michael Anderson with matriculation number S0905039 completing coursework for Business Law BABW3 and Strategic Management. The assignment pertains to British Airways and requires analysis in 3 key areas for the courses.
Organization culture
Organizational culture is communicated through various artifacts like stories, rituals, language, and structures. The document discusses how stories at IBM and Revlon communicate different cultural values. Rituals at Digital reinforced constructive conflict, while ceremonies at a PR firm honored core values. Language also provides insights, like references to "Bob" showing egalitarianism at Monsanto versus formality at American Home. These artifacts subtly shape behaviors and allow outsiders to understand an organization's culture.
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Reasons to diversify in the airline business british airways
Reasons to diversify in the airline business british airways
Ryan air vs british airways hrm policies & strategy
Ryan air vs british airways hrm policies & strategy
Managing Change at British Airways, An Introduction
Managing Change at British Airways, An Introduction
1 british airways, stakeholder analysis, petya laleva
1 british airways, stakeholder analysis, petya laleva
A tqm-case-study-in-service-sector british airways
A tqm-case-study-in-service-sector british airways
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A Tale of Two Airlines.docx
- British Airways underwent a major transformation in the 1980s under CEO Colin Marshall to address financial losses and poor customer satisfaction. Marshall implemented an extensive training program to improve employee engagement and develop a customer-focused culture.
- Ryanair, led by CEO Michael O'Leary for over 20 years, takes a "command and control" approach that expects high compliance from employees and customers. While this may provide short-term gains, it may not be sustainable long-term and could damage employee commitment.
- The transformation at British Airways showed how developing a people-oriented culture through training and values can improve performance, while Ryanair's controlling style risks reducing employee engagement over time.
A Tale of Two Airlines.docx
- British Airways underwent a major transformation in the 1980s and 1990s from a loss-making and bureaucratic public organization to a profitable private company with high customer satisfaction. This was achieved through extensive culture change and training programs led by CEOs John King and Colin Marshall.
- Ryanair, led by CEO Michael O'Leary for over 20 years, takes a highly controlling "command and control" approach to managing both employees and customers that prioritizes cost-cutting and compliance over employee input or customer service. While this approach has yielded short-term profits, experts argue it may not be sustainable long-term.
- Other airlines like Southwest have found success through a more collaborative culture that values partnerships between
Describe the PEST factors affecting BA between the years 1995 – 2000?
The consultant would have:
1. Established a sense of urgency for the needed changes by clearly communicating the challenges facing BA.
2. Formed a powerful coalition of leaders to guide the change effort and promote buy-in.
3. Created a clear vision for the future that appeals to staff interests and addresses their concerns.
4. Communicated the vision extensively to staff and addressed any doubts or fears they had.
5. Empowered staff at all levels to implement the changes needed to achieve the vision.
6. Planned for and created short-term wins to build momentum and demonstrate progress.
Managing Change. Lessons From The Global Prof. Singh
This document discusses frameworks and case studies for organizational transformation. It provides lessons from successful transformations at Chrysler, British Airways, Nokia, IBM, Nissan, and NUMMI (GM-Toyota joint venture). Key lessons include the importance of visionary leadership, focusing on processes, culture change, and addressing political forces for/against change. Case studies demonstrate themes like the need to change scope, replace old strategies, and leverage lessons to transform existing operations.
Investments During Downturn
The document summarizes lessons learned from companies that emerged as leaders after the 2000-2001 recession by maintaining flexibility. These companies typically had lower leverage, controlled costs well, and diversified their product offerings and business geographies before the downturn. During the recession, they were able to invest in growth opportunities through capital expenditures and M&A while cutting costs without damaging long-term health. Companies that emerged as leaders also had more diversified product offerings and geographic presence going into and coming out of the recession. Maintaining flexibility positioned these companies to take advantage of opportunities in the economic downturn.
CHANGE MANAGEMENT
British Airways underwent a major reorganization in the 1980s to address financial losses. Lord King, the new chairperson, reduced the workforce from 59,000 to 39,000 employees, eliminated unprofitable routes, and modernized the aging fleet. King explained the reasons for the restructuring transparently to prepare employees for upcoming changes and prevent backlash. Within 10 years, the reorganized airline reported the highest profits in its industry.
Reorganization And Hr Strategies In Pmi Presentation Bicocca Trg Labs May 2...
Reorganization And Hr Strategies In Pmi Presentation Bicocca Trg Labs May 2...Francesco Picconi (MSc,Dr)
A collection of Mergers and Acquisitions Integrations case histories from my first-hand experiences at GE, Fiat, Indesit, Corus, Areva, with lessons learnedOrganizational Development Process
The document summarizes the organizational development process at Airbus Industries. It discusses the 5 stages of organizational development: 1) anticipating need for change, 2) developing practitioner-client relationships, 3) diagnostic phase, 4) action planning, and 5) self-renewal and monitoring. It then provides background on Airbus, issues with the A380 project, a 2007 restructuring that cut 10,000 jobs, and improvements in delivery times and orders since then.
Background sunbeam
Dunlap was hired as CEO of Sunbeam in 1996 to turn the company around. He cut costs dramatically but also used accounting manipulations to inflate Sunbeam's financial results, such as overstating restructuring expenses and reserves. This created the illusion of a successful restructuring and boosted Sunbeam's stock price. However, SEC later accused Sunbeam of accounting fraud, finding that income had been overstated by 50%. Sunbeam's stock price dropped sharply as a result, and the company faced billions in losses and lawsuits.
grow Thoughts Issue 3
This magazine issue contains articles on branding, creativity, and pitching. It discusses how maintaining branding efforts during recessions can help brands perform better long-term. It recommends following the "7Ps of Branding" - Profit, Persistence, Planning, Performance, Positioning, People, and Principles. It argues against agencies pitching creative work for free, as ideas are their intellectual capital. Free pitching undermines agencies' credibility and ownership of ideas. Creativity is best achieved through a partnership where the goal is meaningful work, not just lowest cost.
Part A. –Multiple Choice1. Which of the following is an examp.docx
Part A. –Multiple Choice
1. Which of the following is an example of job rotation?
A.
Angie is the office receptionist on Tuesdays and Fridays, but Bill fills this job on Monday, Wednesday and Thursday.
B. A worker paints chairs on Monday, operates the metal stamping press on Tuesday and Wednesday, and works on final assembly Thursday and Friday
C.
A customer service representative deals with multiple customers during the week.
D.
A manager Skypes into a meeting while dealing with a crisis in another part of the company.
E.
Employees are given quality control authority over their own work.
5. When identifying the effective labor market, you must determine if you can find the ________ of candidates in that market.
A. best and brightest
B. right number and right type
C. simplest and most eligible
D. easiest and most useful
12. When Laura started working in the accounting department, her boss hovered over her all day and constantly double checked her work because she usually made errors. As time went along, Laura made sure she always did her work exactly as the boss would like and that she double checked her own work so the boss would find no errors. Eventually, she found that her boss stopped hovering and double checking her work. What Laura experienced was _________.
a. positive reinforcement
b. extinction
c. punishment
d. negative reinforcement
15. Robert arrives at work 15 minutes early every day. When Dillon arrives right on time each day, he notices that the boss has already given Robert the best assignments. Dillon decides to start arriving 20 minutes early to try to get the better assignments. What Dillon is experiencing is _________
.
a. classical conditioning
b. operant conditioning
c. social learning
d. positive reinforcement
16. Patrick is looking for a method of training his employees for complex situations. He would like a method that allows employees to try out experimental solutions to a problem and receive feedback on how they did. Patrick’s best choice of training method would be ________ training.
a. on-the-job
b. classroom
c. distance
d. simulation
Part B. – Fill in the Blank.
Indicate how to deal with each of the labor supply and demand issues:
a.
Due to a recession, the AB Corporation has a labor surplus. It wants to find a way to reduce the surplus while both being fair to employees and being ready to respond to increased demand when the recession is over.
So, downsizing and layoffs are out of the question. It has already instituted a hiring freeze and is not filling positions when workers leave the company. One method for dealing with its surplus would be
___________.
b.
The Design Corp. just received a large order and needs more work hours very quickly to complete the order. The order must be finished in two weeks. At that time, the labor shortage will be over. Design Corp.’s best method for dealing with its labor shortage would be
________.
c.
Tire Company forecasts that it will have a labor short.
MAJOR IR & HR ADJUSTMENTS OF SMITHKLINE BEECHAM PHARMACEUTICAL & THE RECENT C...
MAJOR IR & HR ADJUSTMENTS OF SMITHKLINE BEECHAM PHARMACEUTICAL & THE RECENT C...Jaime Jr Escosio Noble
This document provides an overview of major industrial relations and human resources adjustments made by SmithKline Beecham Pharmaceuticals in the Philippines, as well as details regarding the union (Sandigan) and its most recent collective bargaining agreement. Some key adjustments included rightsizing through voluntary early retirement programs, restricting overtime, freezing new hiring, reducing expenses, outsourcing materials, and third-party manufacturing. These adjustments aimed to reduce costs and inefficiencies while improving productivity and competitiveness. The relationship between the union and management transformed from adversarial to a partnership, and their most recent collective bargaining agreement reflected this cooperative approach.Financial management assignment
A|Wear was a prominent Irish fashion retailer that operated from 1966 until 2014. It was purchased in 2007 by a private equity firm, but struggled in the following years due to a lack of innovation, high rents, and macroeconomic challenges from the financial crisis and new competitors. The company went into receivership multiple times as its owners tried to keep it afloat, but it ultimately closed all Irish stores in 2014. When companies fail, it can negatively impact employees, fixed assets, and the wider business community through job losses and economic effects.
BILLABONG.docx
1. The document discusses the struggles of surf brand Billabong and provides recommendations.
2. Billabong got into trouble due to too much debt from acquisitions during the global financial crisis when its key markets were struggling.
3. The author recommends Billabong should have focused on its core surf customers instead of diversifying, been more environmentally sensitive, and grown more conservatively without taking on too much debt.
Telling Your Story In Tough Times
The document provides guidance on communicating during tough economic times in 3 key steps:
1. Get the basics right by creating an effective messaging strategy that addresses customers' needs and your brand's response to the downturn.
2. Engage customers by soliciting feedback, involving them in product development, and maintaining contact with the CEO.
3. Elevate the CEO by having them address challenges openly, share plans, and report on execution through media interviews and social media to transform actions into reputation.
Running head UNIT VI RESEARCH PROJECT1UNIT VI RESEARCH PROJEC.docx
Running head: UNIT VI RESEARCH PROJECT 1
UNIT VI RESEARCH PROJECT 3
Unit VI Research Project
Georgia M. Mowatt
Columbia Southern University
Unit VII Research Project
Marketing Plan
This week you will continue your comprehensive marketing plan researching the SAME company that you researched in previous units. Again, utilizing the CSU Online Library, you will research the various elements of the marketing plan as it relates to this company. In Unit VII you will provide a comprehensive discussion of the pricing strategies of your company.
Pricing
This section will provide a comprehensive look at the pricing strategies of your organization. Begin with a look at the overall pricing objectives used by your company. This might include profit orientation, sales orientation, or status quo orientation. From there, review the pricing policies and include a look at the flexibility of the pricing structure, prices over the product life cycle, and discounts or allowances. Review Chapter 16 in the textbook for a complete understanding of how companies utilize pricing strategies.
Competitive Advantage
Does your company has a competitive advantage WITH RESPECT TO PRICING? The idea is to discuss whether your company has a competitive advantage with respect to how they price their products? Again, this section should only discuss whether your company has a competitive advantage with respect to price (product, promotion and place are discussed in other sections). Once you have stated your position, remember to include your rationale.
Your submission should be a minimum of two pages in length, double-spaced with a reference page and title page. References should include at least one additional, credible reference beyond the textbook. All sources used must be referenced; paraphrased and quoted material must have accompanying citations and cited per APA guidelines. Include the use of subheadings (this week consider Pricing and Competitive Advantage in Pricing).
References
Running head: UNIT VI
RESEARCH
P
ROJECT
1
Unit
V
I
Research Project
Georgia M. Mowatt
Columbia Southern University
Running head: UNIT VI RESEARCH
PROJECT 1
Unit VI Research Project
Georgia M. Mowatt
Columbia Southern University
THE KING COMPANY BACKGROUND The King Company experiences many of the difficulties common in today’s business climate. In response to declining sales, the company must transform itself from a strategy of expansion and high profit to one of cost containment and staff reductions.The case discusses the organization and provides details of the human resource department. Also presented are e-mails from various staff members. The e-mails identify specific problems that need to be addressed by the HR department and provides a look at King’s overall culture. You may find the tone of some e-mails to be unprofessional. This is a good lesson for us all--As much as we en.
19594884 proctor-gamble-powerpoint-strategic-overview
Proctor & Gamble (P&G) is the world's largest maker and distributor of household and consumer goods. It has 21 "super brands" that generate over $1 billion in annual sales each. P&G operates in over 80 countries and has a diverse portfolio of brands across beauty, health, grooming, fabric and home care categories. The company focuses on innovation, brand building, and sustainability to maintain its leadership position in the consumer goods industry.
Review the case study instructions in Week 2. Then, create an outl.docx
Review the case study instructions in Week 2. Then, create an outline for the case study due in Week 7. The outline must contain the thesis statement which is the last 1 - 3 sentences of the introduction. The outline must also contain:
· An introduction with thesis statement.
· At least 5 body paragraphs specifically addressing the case study. questions
· A conclusion.
· A reference page with a minimum of 3 scholarly references.
The paper must be formatted according to APA style. You must use at least 2 scholarly resources other than the textbook to support your claims.
The assignment should be completed in Microsoft Word, saved, and submitted in the Assignments area of the course.
Sunbeam Corporation
One of the earliest frauds during the late 1990s and early 2000s was at Sunbeam. The SEC alleged in its charges against Sunbeam that top management engaged in a scheme to fraudulently misrepresent Sunbeam’s operating results in connection with a purported “turnaround” of the company. When Sunbeam’s turnaround was exposed as a sham, the stock price plummeted, causing investors billions of dollars in losses. The defendants in the action included Sunbeam’s former CEO and chair Albert J. Dunlap, former principal financial officer Russell A. Kersh, former controller Robert J. Gluck, former vice presidents Donald R. Uzzi and Lee B. Griffith, and Arthur Andersen LLP partner Phillip Harlow.
The SEC complaint described several questionable man- agement decisions and fraudulent actions that led to the manipulation of financial statement amounts in the com- pany’s 1996 year-end results, quarterly and year-end 1997 results, and the first quarter of 1998. The fraud was enabled by weak or nonexistent internal controls, inadequate or non- existent board of directors and audit committee oversight, and the failure of the Andersen auditor to follow GAAS. The following is an excerpt from the SEC’s AAER 1393, issued on May 15, 2001:
From the last quarter of 1996 until June 1998, Sunbeam Corporation’s senior management created the illusion of a successful restructuring of Sunbeam in order to inflate its stock price and thus improve its value as an acquisition tar- get. To this end, management employed numerous improper earnings management techniques to falsify the Company’s results and conceal its deteriorating financial condition. Specifically, senior management created $35 million in improper restructuring reserves and other “cookie-jar” reserves as part of a year-end 1996 restructuring, which were reversed into income the following year. Also in 1997, Sunbeam’s management engaged in guaranteed sales, improper “bill
and hold” sales, and other fraudulent practices. At year-end 1997, at least $62 million of Sunbeam’s reported income of $189 million came from accounting fraud. The undisclosed or inadequately disclosed acceleration of sales through “channel- stuffing” also materially distorted the Company’s reported results of operations and contributed to the ...
Improving margins through better MI - Neil Morling, Olswang.
“Improving margins through better MI”
· Structure the key financial MI to deliver both insight and accountability
· Enable the right person to make the right decision as quickly as possible and as close to market as possible
· Align the MI to the meta level business cycle
· Develop an MI strategy around a pyramid of needs.
Top ce os
This document discusses research analyzing the relationship between the financial performance and social/environmental performance of over 1,100 CEOs. The research found no overall correlation but identified some CEOs who excelled in both areas. A few examples of CEOs who delivered great financial returns while also having strong social/environmental performance are highlighted, such as Franck Riboud of Danone and Alessandro Carlucci of Natura. The document also discusses how evaluating CEOs based on both financial and non-financial metrics could help encourage more sustainable, long-term leadership.
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Describe the PEST factors affecting BA between the years 1995 – 2000?
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Review the case study instructions in Week 2. Then, create an outl.docx
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Improving margins through better MI - Neil Morling, Olswang.
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This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
Industrial Tech SW: Category Renewal and Creation
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
Understanding User Needs and Satisfying Them
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
Authentically Social by Corey Perlman - EO Puerto Rico
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Social media for business Part 2 Deep Dive: Navigating the 2024 Slowdown
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
LA HUG - Video Testimonials with Chynna Morgan - June 2024
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. 📊
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