This document provides information about direct mail marketing opportunities through CIMA, an organization with 188,000 finance professionals in 168 countries. CIMA can create direct mail campaigns targeted to specific segments of their membership. They have robust member data and targeting capabilities to profile members by geography, qualifications, experience, job title, company size, and industry sector. Rates for direct mail shots are £275 per 1,000 names for postal mail and £425 per 1,000 names for email. CIMA also sees high open and click through rates for their email marketing campaigns.
This annual report summarizes CenterPoint Energy's financial performance and operations in 2005. It highlights that revenues increased to $9.7 billion from $8 billion in 2004, while operating income decreased slightly to $939 million from $864 million. The report provides an overview of CenterPoint Energy's four business segments: electric transmission and distribution, natural gas distribution, pipelines and field services, and competitive natural gas sales and services. It also includes financial highlights, letters from the CEO and chairman, and descriptions of the company's leadership and investor information.
- Tele Celular Sul Participações S.A. is a holding company for cellular telecom providers in southern Brazil that announced its 4th quarter and full year 2000 results.
- In 2000, it reached 1.416 million subscribers, a 37% increase, with a 75% market share. EBITDA was R$218.7 million for the year, a 28% increase over 1999.
- For 4Q2000 specifically, subscribers grew to 1.416 million, EBITDA was R$67.3 million with a margin of 38%, and net income was R$8.2 million.
The document provides an analysis of customer retention strategies at GrameenPhone Ltd. in Bangladesh. It finds that smooth and uninterrupted network coverage has a strong positive association with customer retention rates. Other factors like switching barriers, product differentiation, and customer loyalty also positively impact retention. However, additional privileges, priority, customer satisfaction, and corporate image have little effect on retention. The document recommends GrameenPhone focus on maintaining network quality while also enhancing switching barriers and product variety to improve customer retention.
The document appears to be a final presentation for a student named Karly. It includes her contact information with her email and address listed. It also lists her social networking page. The rest of the document includes visuals of different designs including plaid patterns, stripes, tops, jeans, and a postcard. It concludes with a cost sheet that details the costs for materials, trims and findings, direct labor, overhead, shipping and packaging, and calculates the total cost, projected profit at 50% and recommended selling price of $38.
The document discusses data sources available from Post, including Select Post which contains recent lifestyle data on approximately 711,000 addresses, and Do My Move which contains information on people who have moved including their old and new addresses. It also notes that direct mail investments decreased by 2.4% in the first half of 2009 compared to the first half of 2008. The company DM Pige registers and maintains direct mail figures.
This annual report summarizes CenterPoint Energy's financial performance and operations in 2005. It highlights that revenues increased to $9.7 billion from $8 billion in 2004, while operating income decreased slightly to $939 million from $864 million. The report provides an overview of CenterPoint Energy's four business segments: electric transmission and distribution, natural gas distribution, pipelines and field services, and competitive natural gas sales and services. It also includes financial highlights, letters from the CEO and chairman, and descriptions of the company's leadership and investor information.
- Tele Celular Sul Participações S.A. is a holding company for cellular telecom providers in southern Brazil that announced its 4th quarter and full year 2000 results.
- In 2000, it reached 1.416 million subscribers, a 37% increase, with a 75% market share. EBITDA was R$218.7 million for the year, a 28% increase over 1999.
- For 4Q2000 specifically, subscribers grew to 1.416 million, EBITDA was R$67.3 million with a margin of 38%, and net income was R$8.2 million.
The document provides an analysis of customer retention strategies at GrameenPhone Ltd. in Bangladesh. It finds that smooth and uninterrupted network coverage has a strong positive association with customer retention rates. Other factors like switching barriers, product differentiation, and customer loyalty also positively impact retention. However, additional privileges, priority, customer satisfaction, and corporate image have little effect on retention. The document recommends GrameenPhone focus on maintaining network quality while also enhancing switching barriers and product variety to improve customer retention.
The document appears to be a final presentation for a student named Karly. It includes her contact information with her email and address listed. It also lists her social networking page. The rest of the document includes visuals of different designs including plaid patterns, stripes, tops, jeans, and a postcard. It concludes with a cost sheet that details the costs for materials, trims and findings, direct labor, overhead, shipping and packaging, and calculates the total cost, projected profit at 50% and recommended selling price of $38.
The document discusses data sources available from Post, including Select Post which contains recent lifestyle data on approximately 711,000 addresses, and Do My Move which contains information on people who have moved including their old and new addresses. It also notes that direct mail investments decreased by 2.4% in the first half of 2009 compared to the first half of 2008. The company DM Pige registers and maintains direct mail figures.
Slide berisikan apa sesungguhnya yang tubuh butuhkan dari pada yang perut butuhkan. Semoga Sobat mendapat pencerahan cara mendapatkan kondisi fisik yang lebih bugar melalui program sarapan sehat.
The document summarizes a large cheating scandal that occurred in the Atlanta Public School system. Over 178 teachers and principals from 44 schools were found to have inappropriately changed students' answers on standardized tests to boost test scores. An investigation produced a 413-page report detailing the cheating at each school. Educators involved faced termination or resignation and will have difficulty finding future work in education. The scandal revealed the pressure educators felt to meet performance targets and showed that high-stakes testing can encourage unethical behavior.
Un grupo de amigos planea jugar fútbol pero Kenny no está presente. Se preguntan por qué Kenny no asistió al juego y expresan su deseo de que Kenny se una a ellos para jugar.
The document discusses a student creating lesson plans for a class they are helping to teach. It refers to state goals and websites used to ensure the lesson plans are aligned. Examples of the lesson plans and a product work log tracking the student's progress are also mentioned. The school and class the student is helping teach at is identified, as is looking up potential projects to do with the class.
Robert C Martins classic Bowling Game Kata, now updated for JUnit 4.
Credits for the kata and original slides remain with Uncle Bob, I just converted it to JUnit 4 annotations.
Also added a final slide, to facilitate thoughts on whether we really are done after the fifth tests - I find this encourages discussions amongst students.
The document discusses best practices and strategies for email direct marketing (EDM). It provides information on what EDM is, how to build an EDM strategy, best practices for content, design, and delivery. Additional sections cover database quality, anti-spam techniques, campaign creation, landing page design, benefits, branding, deliverability, testing, reporting, and a checklist for an EDM strategy. The goal is to help marketers and business owners understand how to effectively use EDM to engage subscribers and drive business objectives.
A plan for new sales leaders. What to do in their first 75 days in their new position? An easy step by step guide. The first 25 days is to understand the current state of the sales team, next 25 days is about developing a GTM strategy followed by the next 25 days of implementation.
Dear Shareholder,
Successful companies choose what they want to do and then they
actually do it better than others. While doing so, they learn and improve.
As we close the year, we can look back and count many things that we
achieved and did well. At the same time, there is tremendous
opportunity ahead.
This past year, we at MphasiS sustained our transformation journey and
sharpened our focus in key areas. We chose our strategy and executed
to plan. While we did this, we looked at improving our profitability. The
combination of operational excellence and improved quality of revenue
helped us achieve this goal.
Our hyper-specialisation journey continues and is generating a higher
quality pipeline. The changing landscape of the services market place
offers us a unique opportunity to surge ahead in our select areas.
In line with the above direction, we are embarking on an exciting journey.
Our next phase of three years will see us drive greater differentiation through several efforts such as:
• Greater investment in Go-to-Market activity while keeping an eye on maintaining our margins. We are confident that this will translate into more investment in Sales, Solutioning and Marketing.
• Be known for having one of the best sales and customer engagement teams. To enable this, we have engaged a top notch consulting firm, which will help with the transformation.
• Achieve leadership in select areas of emerging services. We have chosen Mobility and Advanced Analytics. You will see us making investments in these two areas.
• Invest in building partnerships in chosen solution segments and be known for best-of-breed services in the solution areas. We are going to build a team that will manage this solution business with first class ‘domain experts’.
We are building an engine crucial for our success. This will result in attracting and nurturing world-class professionals.
Our fundamentals are strong and we have demonstrated our strategy in action. This journey is by no means complete. We are excited by the enthusiasm, participation and partnership of employees,customers and shareholders.
We have miles to go and I am confident that some of our efforts today will set a benchmark for the industry in the future.
Regards,
Ganesh Ayyar
CEO
IBM Retail | CRM Leadership in the Digital Era: A Global StudyIBM Retail
In a recent study, IBM surveyed nearly 500 CRM executives across roles, industries and management responsibilities in 66 countries. Read how these leaders assess the current state of marketing, the viability of old business models and how they define the path forward in an emerging digital age.
How innovative marketers deliver results (an IBM Webinar)Mayer Becker
The document discusses how innovative marketers at Motorola Mobility and Macy's leverage IBM's Marketing Performance Optimization solution to both drive operational efficiency and deliver strategic effectiveness. Motorola Mobility uses IBM Unica to automate their procure-to-pay processes, improving compliance and reducing processing time. Macy's employs IBM Unica for omnichannel marketing measurement and optimization across their brands to better target customers and analyze marketing ROI.
The document discusses opportunities and challenges for email marketing. It notes that delivering relevant content and measuring ROI are top challenges. Other challenges include email deliverability, expanding opt-in lists, database integration, and competition from social media. However, email marketing remains one of the most cost-effective marketing tactics relative to other channels. On average, every $1 spent on email marketing returns over $43 in sales. While the inbox is more crowded, 58% of people still start their online day by reading emails.
What Customer Relationship Management entails in the 21st CenturySameer Patel
CRM in the 21st century focuses on customer engagement rather than data. Customers now expect expert answers to their questions and want to interact with companies on social networks and blogs, rather than just through email. They also expect a consistent customer experience across all channels. Effective CRM requires breaking down silos between different business functions and prioritizing customer needs to provide the type of engaged, personalized experiences customers now demand across the entire customer lifecycle.
The document discusses challenges facing the emerging customer relationship management (CRM) industry. It notes that early CRM leaders like Cymfony have struggled to impress large brand owners due to a lack of standardized metrics across vendors. Mid-sized companies also have difficulty benefitting from CRM services because they do not control enough brand equity. The document proposes a new model for CRM that connects large multi-national corporations with small- and medium-sized enterprises, providing daily, cost-effective brand intelligence through a unified customer service and product performance taxonomy.
Intela generates qualified leads for clients through targeted digital marketing campaigns. It uses a proprietary CRISP TECHNOLOGY platform to optimize lead delivery based on consumer behavior and preferences. Intela delivers leads across email, social media, and affiliate publisher networks on a performance basis in exchange for higher fees per qualified lead. One client, Accident Advice Helpline, saw a 20% conversion rate on over 1,000 leads delivered per day by Intela, driving 7,000 new cases in under 5 months.
AutoSuccess addresses the specific, researched needs of new car and light truck dealerships by providing entrepreneurial, cutting-edge, solution-based editorials to increase dealership profits and reduce expenses
AutoSuccess, magazine, sales, new, used, selling, salespeople, vehicle, dealer, dealership, leadership, marketing
For similar content visit http://www.autosuccesssocial.com/
MobileMedia offers free mobile services funded solely through advertising revenues. By eliminating billing and contracts tied to users, MobileMedia is able to leverage its large advertising audience to expand its services and strategic partnerships. The management team oversees operations, sales, marketing, and legal compliance to grow the advertising business and free mobile offering.
This document discusses mega trends in population, internet usage, and social media. It notes that 50% of the population in developing countries is under 25 and that there are over 2 billion internet users and 1 billion connected via social media. Social media allows for the largest trackable distribution of digital relationships in history. The document then discusses how companies can build social ecosystems and use social CRM to better engage customers through influencers and personalized messaging. It provides a case study of a telco that used influencers and owned and earned media to drive more opt-ins in a social media campaign than paid media.
Slide berisikan apa sesungguhnya yang tubuh butuhkan dari pada yang perut butuhkan. Semoga Sobat mendapat pencerahan cara mendapatkan kondisi fisik yang lebih bugar melalui program sarapan sehat.
The document summarizes a large cheating scandal that occurred in the Atlanta Public School system. Over 178 teachers and principals from 44 schools were found to have inappropriately changed students' answers on standardized tests to boost test scores. An investigation produced a 413-page report detailing the cheating at each school. Educators involved faced termination or resignation and will have difficulty finding future work in education. The scandal revealed the pressure educators felt to meet performance targets and showed that high-stakes testing can encourage unethical behavior.
Un grupo de amigos planea jugar fútbol pero Kenny no está presente. Se preguntan por qué Kenny no asistió al juego y expresan su deseo de que Kenny se una a ellos para jugar.
The document discusses a student creating lesson plans for a class they are helping to teach. It refers to state goals and websites used to ensure the lesson plans are aligned. Examples of the lesson plans and a product work log tracking the student's progress are also mentioned. The school and class the student is helping teach at is identified, as is looking up potential projects to do with the class.
Robert C Martins classic Bowling Game Kata, now updated for JUnit 4.
Credits for the kata and original slides remain with Uncle Bob, I just converted it to JUnit 4 annotations.
Also added a final slide, to facilitate thoughts on whether we really are done after the fifth tests - I find this encourages discussions amongst students.
The document discusses best practices and strategies for email direct marketing (EDM). It provides information on what EDM is, how to build an EDM strategy, best practices for content, design, and delivery. Additional sections cover database quality, anti-spam techniques, campaign creation, landing page design, benefits, branding, deliverability, testing, reporting, and a checklist for an EDM strategy. The goal is to help marketers and business owners understand how to effectively use EDM to engage subscribers and drive business objectives.
A plan for new sales leaders. What to do in their first 75 days in their new position? An easy step by step guide. The first 25 days is to understand the current state of the sales team, next 25 days is about developing a GTM strategy followed by the next 25 days of implementation.
Dear Shareholder,
Successful companies choose what they want to do and then they
actually do it better than others. While doing so, they learn and improve.
As we close the year, we can look back and count many things that we
achieved and did well. At the same time, there is tremendous
opportunity ahead.
This past year, we at MphasiS sustained our transformation journey and
sharpened our focus in key areas. We chose our strategy and executed
to plan. While we did this, we looked at improving our profitability. The
combination of operational excellence and improved quality of revenue
helped us achieve this goal.
Our hyper-specialisation journey continues and is generating a higher
quality pipeline. The changing landscape of the services market place
offers us a unique opportunity to surge ahead in our select areas.
In line with the above direction, we are embarking on an exciting journey.
Our next phase of three years will see us drive greater differentiation through several efforts such as:
• Greater investment in Go-to-Market activity while keeping an eye on maintaining our margins. We are confident that this will translate into more investment in Sales, Solutioning and Marketing.
• Be known for having one of the best sales and customer engagement teams. To enable this, we have engaged a top notch consulting firm, which will help with the transformation.
• Achieve leadership in select areas of emerging services. We have chosen Mobility and Advanced Analytics. You will see us making investments in these two areas.
• Invest in building partnerships in chosen solution segments and be known for best-of-breed services in the solution areas. We are going to build a team that will manage this solution business with first class ‘domain experts’.
We are building an engine crucial for our success. This will result in attracting and nurturing world-class professionals.
Our fundamentals are strong and we have demonstrated our strategy in action. This journey is by no means complete. We are excited by the enthusiasm, participation and partnership of employees,customers and shareholders.
We have miles to go and I am confident that some of our efforts today will set a benchmark for the industry in the future.
Regards,
Ganesh Ayyar
CEO
IBM Retail | CRM Leadership in the Digital Era: A Global StudyIBM Retail
In a recent study, IBM surveyed nearly 500 CRM executives across roles, industries and management responsibilities in 66 countries. Read how these leaders assess the current state of marketing, the viability of old business models and how they define the path forward in an emerging digital age.
How innovative marketers deliver results (an IBM Webinar)Mayer Becker
The document discusses how innovative marketers at Motorola Mobility and Macy's leverage IBM's Marketing Performance Optimization solution to both drive operational efficiency and deliver strategic effectiveness. Motorola Mobility uses IBM Unica to automate their procure-to-pay processes, improving compliance and reducing processing time. Macy's employs IBM Unica for omnichannel marketing measurement and optimization across their brands to better target customers and analyze marketing ROI.
The document discusses opportunities and challenges for email marketing. It notes that delivering relevant content and measuring ROI are top challenges. Other challenges include email deliverability, expanding opt-in lists, database integration, and competition from social media. However, email marketing remains one of the most cost-effective marketing tactics relative to other channels. On average, every $1 spent on email marketing returns over $43 in sales. While the inbox is more crowded, 58% of people still start their online day by reading emails.
What Customer Relationship Management entails in the 21st CenturySameer Patel
CRM in the 21st century focuses on customer engagement rather than data. Customers now expect expert answers to their questions and want to interact with companies on social networks and blogs, rather than just through email. They also expect a consistent customer experience across all channels. Effective CRM requires breaking down silos between different business functions and prioritizing customer needs to provide the type of engaged, personalized experiences customers now demand across the entire customer lifecycle.
The document discusses challenges facing the emerging customer relationship management (CRM) industry. It notes that early CRM leaders like Cymfony have struggled to impress large brand owners due to a lack of standardized metrics across vendors. Mid-sized companies also have difficulty benefitting from CRM services because they do not control enough brand equity. The document proposes a new model for CRM that connects large multi-national corporations with small- and medium-sized enterprises, providing daily, cost-effective brand intelligence through a unified customer service and product performance taxonomy.
Intela generates qualified leads for clients through targeted digital marketing campaigns. It uses a proprietary CRISP TECHNOLOGY platform to optimize lead delivery based on consumer behavior and preferences. Intela delivers leads across email, social media, and affiliate publisher networks on a performance basis in exchange for higher fees per qualified lead. One client, Accident Advice Helpline, saw a 20% conversion rate on over 1,000 leads delivered per day by Intela, driving 7,000 new cases in under 5 months.
AutoSuccess addresses the specific, researched needs of new car and light truck dealerships by providing entrepreneurial, cutting-edge, solution-based editorials to increase dealership profits and reduce expenses
AutoSuccess, magazine, sales, new, used, selling, salespeople, vehicle, dealer, dealership, leadership, marketing
For similar content visit http://www.autosuccesssocial.com/
MobileMedia offers free mobile services funded solely through advertising revenues. By eliminating billing and contracts tied to users, MobileMedia is able to leverage its large advertising audience to expand its services and strategic partnerships. The management team oversees operations, sales, marketing, and legal compliance to grow the advertising business and free mobile offering.
This document discusses mega trends in population, internet usage, and social media. It notes that 50% of the population in developing countries is under 25 and that there are over 2 billion internet users and 1 billion connected via social media. Social media allows for the largest trackable distribution of digital relationships in history. The document then discusses how companies can build social ecosystems and use social CRM to better engage customers through influencers and personalized messaging. It provides a case study of a telco that used influencers and owned and earned media to drive more opt-ins in a social media campaign than paid media.
The document discusses the strategic marketing plans and objectives of an organization for the year 2012. It provides details on the organization's mission, strategies for various divisions, strategic management approaches, and image marketing. It also outlines the scope of works, development plans up to 2012, factors like electricity generation and capacity in Bangladesh. Overall, the document focuses on analyzing the external environment, developing long-term vision and strategic priorities to guide business planning for transforming and growing the organization.
This document provides a mission statement and overview for a marketing SWAT team company called Timmons & Company. They describe themselves as a well-trained, fast-moving, and strategically-oriented group of creative marketing professionals who quickly assess clients' needs, create strategic plans, recommend tactics, produce high-quality creative work, and implement plans on time and on budget. They aim to effectively position clients and their products through research, understanding, strategic experience, and award-winning creativity.
A New Era of addressable entertainment and DTC platforms is emerging, expanding media publishers, networks and operators expansive advertising product portfolio, creating challenges for media buyers as to where to spend their ad budgets and wht to expect in terms of real business outcome ROI.
Drive Revenue Success with Scalable, Omni-Channel ABM Programs - Masergy x La...Lattice Engines
Like any good revenue team, you’re looking for new ways to accelerate revenue success in 2018. Masergy, a leading networking and security solutions company, achieved their growth targets by aligning sales and marketing on their ABM strategy, and taking a data-driven approach to scaling their ABM program for sustained growth. Masergy first aligned its teams and buying cycle around the SiriusDecisions Demand Unit Waterfall framework. Then the company had their marketing and sales teams implement key ABM plays and strategies to ensure all activities were focused on the right audience and were using the right messaging. Their hard work paid off, as their ABM strategy drove a 20% increase in pipeline within three months! Learn the key steps for implementing AI solutions that drive ABM success and walk away with the key place you can use to achieve quick wins and turbocharge your pipeline.
Presentatie van Chris Denton tijdens het Get Connected Congres november 2011 in het Zaantheater te Zaandam. Developing ways to engage and retain your audiences.
Positioning Yourself to Win in The Networked EconomySAP Ariba
Die Zusammenarbeit mit Geschäftspartnern ist heute wichtiger denn je, um die
Produktivität in einem hart umkämpften Wettbewerbsfeld zu steigern. Die offene
Kommunikation mit Kunden, Lieferanten und Mitarbeitern erlaubt es, bisher ungenutzte
Potenziale zu nutzen und Herausforderungen schneller und effektiver zu bewältigen.
Handelsnetzwerke haben die Tür für diese neue Dimension der Zusammenarbeit weit
geöffnet und sind ein wichtiger Technologiebaustein, um im heutigen
Wettbewerbsumfeld zu bestehen. Erfahren Sie in diesem Vortrag von Ariba, dem
Anbieter des führenden Handelsnetzwerk weltweit, wie wir das Kaufen, Verkaufen,
Bezahlen und die Verwaltung Ihres Working Capitals noch einfacher machen.
Alex Saric, EMEA Marketing Director – Ariba Deutschland GmbH
2013 Ariba Commerce Summit Frankfurt
The document discusses how connecting with business networks allows companies to achieve key objectives like increasing revenue and reducing costs. It notes that networked enterprises are 50% more likely to be market leaders and gain advantages from collaborating more easily. The benefits described for buyers include average savings of 16% on sourcing projects through networks and benefits for sellers include faster payment, lower customer service costs, increased sales, and higher customer satisfaction. The document encourages companies to assess their readiness and partner with Ariba to participate in the networked economy.
2. DIRECT MAIL: MeDia Pack
clients
Direct Mail
oVerVieW CIMA can work with you to create direct mail campaigns for specific
segments of our membership, and can create lists that are designed to achieve the
best possible match between our members and your business requirements.
What are the benefits of using Direct Mail? Data anD targeting
CIMA will work with you to make sure that your direct mail We have made significant investments in the database systems that
campaign: maintain the quality of our membership information, and keep our
lists up to date – so we can offer rapid turnaround on your require-
n Is aimed at the right people, using detailed selection criteria ments, often providing a quote within 24 hours.
n Is cost effective by only selecting the right recipients
n Can be sent to home addresses to maximise impact of your mes- To help you target our audience effectively and efficiently you can
sage and avoiding clutter in the office profile our membership by using the following selection criteria:
n Uses the size and format of mailing you want n Geography
n Maximises response rates by including multiple means of reply n Qualification level
n Years of experience
n Job title
n Company size
rates n Industry sector
contact
hilton Young MAILshoTs (posTAL) - £275 pER 1,000 nAMEs
Commercial Account Director Direct mail count request — no charge
CIMA Media
T +44 (0)20 7775 5511
E: hilton.young@cimaglobal.com EMAIL - £425 pER 1,000 nAMEs
(setup fee of £200 per campaign will be applied)
alex baird
Account Manager * prices and availability are subject to change at any time by CIMA without notice.
CIMA Media
T +44 (0)20 7775 5550 CIMA’s e-Dm campaigns are impressive with an average
E: alex.baird@cimaglobal.com open rate of 28.5% and click through rates of 6%*
www.cimaglobal.com/commercial
3. DIRECT MAIL: MeDia Pack
ciMa locations
Purchase Decision-Making
of ciMa MeMbers
44%
seltit boJ
number of members: 26721 IT software
20648 34% Recruitment services
20041 33% IT hardware
19433 32% Banking services
noisiced esahcrup
gnikam
18219 30% payroll
18219 30% Training solutions
17004 28% Consultancy services
13968 23% Compensation and benefits 21%
12753 21% E-commerce solutions
12753 21% Business travel
12146 20% Company/fleet cars
ynapmoc fo ezis
l Locations of CIMA offices worldwide
*Source: CIMA internal campaign data
www.cimaglobal.com/commercial