This document outlines the rules and parameters for a team building initiative called "The REL(A)Y - RACE". It divides participants into 3 teams captained by Alfred Dsouza, Prasad Bagwe, and Divya Kucheria. The contest will evaluate teams based on their achievement of fee, CASA, asset and engagement targets. Teams will be assigned grades and total targets. The team with the highest percentage achievement will be declared the winner. Updates will be published bi-weekly and call averages will impact points. Extra credit is available until October 14th for the top performing team.
This document introduces multi-level marketing (MLM) and a company called Dhanwantari. Some key points:
- MLM allows people to earn income from their own sales and the sales of others they recruit to join their "downline network".
- Dhanwantari pays weekly binary commissions for pairs of recruits as well as bonuses based on business volume and number of recruits achieved.
- The higher the business volume and number of recruits in one's downline network, the higher the percentage of commissions earned, with some bonuses as high as 36% of company-wide sales.
This document describes the compensation plan for a multi-level marketing company. It outlines 12 levels of bonuses and royalties members can achieve, from binary matching bonuses to royalty percentages on company-wide sales. The higher ranks incorporate requirements for building large teams with multiple members also achieving high ranks. Examples are given showing the potential monthly income for an ID achieving different levels in the compensation plan.
When it comes to inventory marketing best practices, Gibson Truck World in Sanford, Florida has so many, we had to omit several from this article to fit this space. With sales topping 1,800 units annually, 65 employees, and $7 million in inventory on 14 acres, Gibson is the largest used truck dealership in the world and ranks No. 18 of independent dealers in the U.S.*
Impressive, to be sure, but what’s more impressive is how they sustain these numbers. The biggest clue lies in the fact that a whopping 60 percent of their sales result from referrals and repeat customers.
Capture All the URLS: First Steps in Web ArchivingKristen Yarmey
Presentation with Judy Silva (Fine & Performing Arts Librarian and Archivist at Slippery Rock University) and Alexis Antracoli (Records Management archivist at Drexel University) at the Pennsylvania Library Association's 2013 annual conference in Seven Springs, Pennsylvania.
Abstract: As higher education embraces new technologies, teaching, learning, research, and record-keeping is increasingly taking place on university websites, on university-related social media pages, and elsewhere on the open web. This dynamic digital content, however, is highly vulnerable to degradation and loss. This session will introduce the concept of web archiving and articulate why it’s important for colleges and universities. Speakers will demonstrate web archiving service Archive-It and then share lessons learned from their institutions’ web archiving initiatives, from unexpected stumbling blocks to strategies for raising funds and support from campus stakeholders.
The document provides creative materials for a tourism campaign in Western Australia promoting the city of Perth. It includes an account manager list, a benefits model, brand awareness and preference grids, concepts for experiencing a "black swan event" in Perth including outdoor and online executions, and branding incorporating the line "Perth...a little bit different." The goal is to position Perth as intriguing and promote the unexpected experiences possible there using the symbolic black swan and mystery to generate interest.
This document discusses WordPress 3.0 and the new features it includes. WordPress 3.0 allows for custom post types and taxonomies, improved theme customization options like custom headers and menus, and better integration of WordPress Multisite. It was downloaded over 12 million times in its first 9 weeks and aims to make WordPress a full content management system while maintaining its ease of use, performance, and scalability.
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/
This document introduces multi-level marketing (MLM) and a company called Dhanwantari. Some key points:
- MLM allows people to earn income from their own sales and the sales of others they recruit to join their "downline network".
- Dhanwantari pays weekly binary commissions for pairs of recruits as well as bonuses based on business volume and number of recruits achieved.
- The higher the business volume and number of recruits in one's downline network, the higher the percentage of commissions earned, with some bonuses as high as 36% of company-wide sales.
This document describes the compensation plan for a multi-level marketing company. It outlines 12 levels of bonuses and royalties members can achieve, from binary matching bonuses to royalty percentages on company-wide sales. The higher ranks incorporate requirements for building large teams with multiple members also achieving high ranks. Examples are given showing the potential monthly income for an ID achieving different levels in the compensation plan.
When it comes to inventory marketing best practices, Gibson Truck World in Sanford, Florida has so many, we had to omit several from this article to fit this space. With sales topping 1,800 units annually, 65 employees, and $7 million in inventory on 14 acres, Gibson is the largest used truck dealership in the world and ranks No. 18 of independent dealers in the U.S.*
Impressive, to be sure, but what’s more impressive is how they sustain these numbers. The biggest clue lies in the fact that a whopping 60 percent of their sales result from referrals and repeat customers.
Capture All the URLS: First Steps in Web ArchivingKristen Yarmey
Presentation with Judy Silva (Fine & Performing Arts Librarian and Archivist at Slippery Rock University) and Alexis Antracoli (Records Management archivist at Drexel University) at the Pennsylvania Library Association's 2013 annual conference in Seven Springs, Pennsylvania.
Abstract: As higher education embraces new technologies, teaching, learning, research, and record-keeping is increasingly taking place on university websites, on university-related social media pages, and elsewhere on the open web. This dynamic digital content, however, is highly vulnerable to degradation and loss. This session will introduce the concept of web archiving and articulate why it’s important for colleges and universities. Speakers will demonstrate web archiving service Archive-It and then share lessons learned from their institutions’ web archiving initiatives, from unexpected stumbling blocks to strategies for raising funds and support from campus stakeholders.
The document provides creative materials for a tourism campaign in Western Australia promoting the city of Perth. It includes an account manager list, a benefits model, brand awareness and preference grids, concepts for experiencing a "black swan event" in Perth including outdoor and online executions, and branding incorporating the line "Perth...a little bit different." The goal is to position Perth as intriguing and promote the unexpected experiences possible there using the symbolic black swan and mystery to generate interest.
This document discusses WordPress 3.0 and the new features it includes. WordPress 3.0 allows for custom post types and taxonomies, improved theme customization options like custom headers and menus, and better integration of WordPress Multisite. It was downloaded over 12 million times in its first 9 weeks and aims to make WordPress a full content management system while maintaining its ease of use, performance, and scalability.
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/
Third Annual Analyst & Investor Meeting Financial PresentationEmbraer RI
This document summarizes Embraer's third annual investor meeting held on November 21-22, 2002. It provides an overview of Embraer's shareholder base, financial results for the third quarter of 2002, sales financing methods, asset management strategy, and working capital measures. The presentation discusses Embraer's commitment to customer financial needs while transitioning away from long-term aircraft financing. It also reviews Embraer's captive insurance company and aircraft leasing subsidiary used to manage risks and residual aircraft values.
2002 - Third Annual Analyst & Investor Meeting Financial PresentationEmbraer RI
This document summarizes Embraer's third annual investor meeting held on November 21-22, 2002. It provides an overview of Embraer's shareholder base, financial results for the third quarter of 2002, sales financing methods, asset management strategy, and working capital measures. The presentation discusses Embraer's commitment to customer financial needs while transitioning away from long-term aircraft financing. It also reviews Embraer's captive insurance company and aircraft leasing subsidiary used to manage risks and residual aircraft values.
2006 - Embraer Analyst And Investor Meeting Executive Jets PresentationEmbraer RI
The document discusses the opening bell ceremony at the New York Stock Exchange on September 5th, 2006, where Luis Carlos Affonso, Executive Vice President of Executive Jets, was a guest. It then provides forward-looking statements and associated risks, an overview of the size and growth projections of the business aviation market, key demand drivers for that market, how "premium" customers remain underserved, issues with delays in airline travel, and how the industry is evolving business models to address these issues.
2006* ApresentaçãO Sobre AviaçãO Executiva Em Ny Somente Em InglesEmbraer RI
The document discusses the opening bell ceremony at the New York Stock Exchange on September 5th, 2006, where Luis Carlos Affonso, Executive Vice President of Executive Jets, was a guest. It then provides forward-looking statements and associated risks, an overview of the size and growth projections of the business aviation market, key demand drivers for that market, how "premium" customers remain underserved, issues with delays in airline travel, and how the industry is evolving business models to address these issues.
Apresentação sobre aviação executiva em nyEmbraer RI
The document discusses Embraer's plans to expand its business aviation product portfolio and services. It aims to become a major player in the business aviation market within 10 years by offering innovative product and service solutions. Key points include expanding its jet product line, increasing market share in the super midsize category with the Legacy 600, and introducing new light jets like the Phenom 100 and Phenom 300. It also discusses goals for services support and increasing utilization and reliability of its aircraft.
Apresentação sobre aviação executiva em nyEmbraer RI
The document discusses the business aviation market and trends driving demand. It notes that the business aviation market size is expected to reach $144 billion in the next 10 years. Key drivers of demand include stock market performance, GDP growth, corporate profits, and individual wealth. The document also discusses how "premium" customers in certain regions are underserved by commercial aviation due to fewer destinations and greater travel times, and that flight delays have increased the hassle factor of commercial travel. It outlines how the industry has responded to these trends through the evolution of new business models in business aviation.
The ViSalus Sciences compensation plan offers various ranks for distributors to achieve based on monthly qualification volume (QV) requirements. Distributors earn commissions on product sales and bonuses for recruiting new distributors. Commissions are paid on a weekly or monthly cycle depending on the type of earnings. The plan utilizes a unilevel structure with compression where earnings are paid through multiple levels of a distributor's downline organization.
The document summarizes information about FPSOs (floating production, storage and offloading units) including historical and forecasted growth by region, type, and ownership structure. Charts show trends in FPSO usage from 1975 to 2015, with the largest growth being in Asia and the Middle East. Most FPSOs are conversions from existing vessels rather than newbuilds. The largest FPSO owners each operate multiple units, with MODEC, SBM Offshore, and BW Offshore having the most units. In upcoming years, several FPSOs may be available for redeployment after existing contracts expire. The San Jacinto and Seillean FPSOs are highlighted as examples with key technical specifications provided.
The document discusses 4 critical factors for reducing volatility and maximizing investment returns:
1. Reduce volatility through strategies that buy markets instead of individual stocks.
2. Optimize portfolio construction to capture upside while managing downside risk.
3. Reduce expenses and fees which can significantly impact long-term returns.
4. Reduce taxes through tax-efficient investing to keep more of the returns.
Third Annual Analyst & Investor Meeting Financial PresentationEmbraer RI
This document summarizes Embraer's third annual investor meeting held on November 21-22, 2002. It provides an overview of Embraer's shareholder base, financial results for the third quarter of 2002, sales financing methods, asset management strategy, and working capital measures. The presentation discusses Embraer's commitment to customer financial needs while transitioning away from long-term aircraft financing. It also reviews Embraer's captive insurance company and aircraft leasing subsidiary used to manage risks and residual aircraft values.
2002 - Third Annual Analyst & Investor Meeting Financial PresentationEmbraer RI
This document summarizes Embraer's third annual investor meeting held on November 21-22, 2002. It provides an overview of Embraer's shareholder base, financial results for the third quarter of 2002, sales financing methods, asset management strategy, and working capital measures. The presentation discusses Embraer's commitment to customer financial needs while transitioning away from long-term aircraft financing. It also reviews Embraer's captive insurance company and aircraft leasing subsidiary used to manage risks and residual aircraft values.
2006 - Embraer Analyst And Investor Meeting Executive Jets PresentationEmbraer RI
The document discusses the opening bell ceremony at the New York Stock Exchange on September 5th, 2006, where Luis Carlos Affonso, Executive Vice President of Executive Jets, was a guest. It then provides forward-looking statements and associated risks, an overview of the size and growth projections of the business aviation market, key demand drivers for that market, how "premium" customers remain underserved, issues with delays in airline travel, and how the industry is evolving business models to address these issues.
2006* ApresentaçãO Sobre AviaçãO Executiva Em Ny Somente Em InglesEmbraer RI
The document discusses the opening bell ceremony at the New York Stock Exchange on September 5th, 2006, where Luis Carlos Affonso, Executive Vice President of Executive Jets, was a guest. It then provides forward-looking statements and associated risks, an overview of the size and growth projections of the business aviation market, key demand drivers for that market, how "premium" customers remain underserved, issues with delays in airline travel, and how the industry is evolving business models to address these issues.
Apresentação sobre aviação executiva em nyEmbraer RI
The document discusses Embraer's plans to expand its business aviation product portfolio and services. It aims to become a major player in the business aviation market within 10 years by offering innovative product and service solutions. Key points include expanding its jet product line, increasing market share in the super midsize category with the Legacy 600, and introducing new light jets like the Phenom 100 and Phenom 300. It also discusses goals for services support and increasing utilization and reliability of its aircraft.
Apresentação sobre aviação executiva em nyEmbraer RI
The document discusses the business aviation market and trends driving demand. It notes that the business aviation market size is expected to reach $144 billion in the next 10 years. Key drivers of demand include stock market performance, GDP growth, corporate profits, and individual wealth. The document also discusses how "premium" customers in certain regions are underserved by commercial aviation due to fewer destinations and greater travel times, and that flight delays have increased the hassle factor of commercial travel. It outlines how the industry has responded to these trends through the evolution of new business models in business aviation.
The ViSalus Sciences compensation plan offers various ranks for distributors to achieve based on monthly qualification volume (QV) requirements. Distributors earn commissions on product sales and bonuses for recruiting new distributors. Commissions are paid on a weekly or monthly cycle depending on the type of earnings. The plan utilizes a unilevel structure with compression where earnings are paid through multiple levels of a distributor's downline organization.
The document summarizes information about FPSOs (floating production, storage and offloading units) including historical and forecasted growth by region, type, and ownership structure. Charts show trends in FPSO usage from 1975 to 2015, with the largest growth being in Asia and the Middle East. Most FPSOs are conversions from existing vessels rather than newbuilds. The largest FPSO owners each operate multiple units, with MODEC, SBM Offshore, and BW Offshore having the most units. In upcoming years, several FPSOs may be available for redeployment after existing contracts expire. The San Jacinto and Seillean FPSOs are highlighted as examples with key technical specifications provided.
The document discusses 4 critical factors for reducing volatility and maximizing investment returns:
1. Reduce volatility through strategies that buy markets instead of individual stocks.
2. Optimize portfolio construction to capture upside while managing downside risk.
3. Reduce expenses and fees which can significantly impact long-term returns.
4. Reduce taxes through tax-efficient investing to keep more of the returns.
12. RULES N REGULATIONS
•The team with the highest percentage achievement will be
declared as the winner.
•In case of Asset Products (login only) the points shall be
awarded based on the expected revenue which will be
needed to be confirmed by the FPR (Eg. Kamal Mundra in
case of PSG deal finalisation)
•CASA Cheque pick ups need to be reported one day in
advance with a copy of the Cheque mailed to the BM
•The CBM will hold the authority in case of any conflicts
13. RULES N REGULATIONS
•Extra Credit of 20% in the contest till the 14th of October only
for the Top Performing Team
•The update of the contest will be published bi – weekly
•Criteria on Call Average:
• Less than 4 for a team in a week = -ve 50% of Points
• More than 5 for a team in a week = +ve 25% of Points
•CASA Criteria: The amount should remain in the account for
at least one week
14. IN A JIST - PARAMETERS
CASA ASSETS FEE ENGAGE
1 Crore Per RM HL LI Profilers – 50
AL Alchemy Invest@Ease - 50
LAS RE PMS Contactibility – 5
Credit Cards NFO
Assets (D)
Debt MFs
Equity MFs
SIP
15. TEAM LEVEL TARGETS
Team Members Grade Target Total
Alfred Dsouza - C M II 6
Ben Nirav Jain AM II 3
16.5
Johnsons Vijay Rajagopalan MI 4.5
Prasad Sawant AM II 3
Prasad Bagwe – C M II 6
Usain Sunil Dubey MI 4.5
16.5
Bolts Abhishek Brahma AM II 3
Saurabh Khandelwal AM II 3
Divya Kucheria – Captain AM II 3
Felix Dsouza MI 4.5
Carl Lewis 13.5
Pankaj Dubey AM II 3
Arpit Vagrecha AM II 3
16. COMING TOGETHER IS THE BEGINNING
KEEPING TOGETHER IS THE PROCESS
WORKING TOGETHER IS THE SUCCESS