Customer behavior and expectations are evolving. Customers expect to engage your business and all it represents in new channels and in their way. If you are not changing the way you approach your customers, you could be leaving millions on the table. Learn why it matters to your bottom line, and how to engage more effectively.
Connecting with your Content - UK - INFOGRAPHICLinkedIn Europe
Growing businesses in the UK are highly engaged on social media, with 81% currently using social media platforms. LinkedIn is one of the most influential platforms when choosing financial service providers, and users are more open to receiving financial content on LinkedIn than other social media. The document outlines that 73% of growing businesses have used social media for finance-related reasons such as learning about new financial companies, products, and opening new accounts. It also lists the top uses of social media for financial purposes as recruiting, obtaining industry insights, and providing customer service.
How SMBs in the UK are embracing social media [2015 Research]LinkedIn Europe
SMBs are driving Europe back to growth, and relying on social media to help them do it. Here’s how to put together a winning social strategy to reach them.
How SMBs in Europe are embracing social media [2015 Research]LinkedIn Europe
SMBs are driving Europe back to growth, and relying on social media to help them do it. Here’s how to put together a winning social strategy to reach them:
With many recruiting teams facing resource challenges on a regular basis, how can you stay proactive and navigative hiring cycles?
This presentation covers:
- Challenges facing companies hiring at scale
- The 2016 Global Recruiting Trends to embrace these
- Tips and tricks to put you on the fast track of hiring at scale
Impact of Poor Basic Skills: The Employer PerspectiveIpsos UK
Trinh Tu, Research Director, Ipsos MORI Social Research Institute delivered this presentation on the Impact of poor skills: Employer perspective at 'Improving basic skills: An international perspective on a UK dilemma'; an Academic Conference sponsored by the Department of Business, Innovation & Skills (BIS) and Ipsos MORI’s Social Research Institute held on 14 January 2015.
How social drives business growth – and business decisions
Europe’s most influential businesses have a new way of doing business following the global economic downturn. And it’s called social media.
New research from LinkedIn and Join the Dots proves that decision-makers in large and medium-sized European businesses (those with annual revenues of £4 million or €5 million) see social media as fundamental to doing business –and as a crucial driver of growth. Social is used to acquire new customers, generate leads, deliver content to a range of different audiences and generate advocacy and word of mouth; but also to inform all manner of business decisions, to listen to market trends, to source talent and to deliver customer service. And it’s rated as highly effective by over two-thirds of decision makers in all of these areas.
LinkedIn Executive Summit: From Data Driven to the Data RevolutionLinkedIn D-A-CH
presented by Lutz Finger (LinkedIn) at the LinkedIn Executive Summit in Munich, Sept 8. Fur further questions please reach out via http://bit.ly/KontaktLNKD. Thank you and we are looking forward to seeing you soon again.
Connecting with your Content - UK - INFOGRAPHICLinkedIn Europe
Growing businesses in the UK are highly engaged on social media, with 81% currently using social media platforms. LinkedIn is one of the most influential platforms when choosing financial service providers, and users are more open to receiving financial content on LinkedIn than other social media. The document outlines that 73% of growing businesses have used social media for finance-related reasons such as learning about new financial companies, products, and opening new accounts. It also lists the top uses of social media for financial purposes as recruiting, obtaining industry insights, and providing customer service.
How SMBs in the UK are embracing social media [2015 Research]LinkedIn Europe
SMBs are driving Europe back to growth, and relying on social media to help them do it. Here’s how to put together a winning social strategy to reach them.
How SMBs in Europe are embracing social media [2015 Research]LinkedIn Europe
SMBs are driving Europe back to growth, and relying on social media to help them do it. Here’s how to put together a winning social strategy to reach them:
With many recruiting teams facing resource challenges on a regular basis, how can you stay proactive and navigative hiring cycles?
This presentation covers:
- Challenges facing companies hiring at scale
- The 2016 Global Recruiting Trends to embrace these
- Tips and tricks to put you on the fast track of hiring at scale
Impact of Poor Basic Skills: The Employer PerspectiveIpsos UK
Trinh Tu, Research Director, Ipsos MORI Social Research Institute delivered this presentation on the Impact of poor skills: Employer perspective at 'Improving basic skills: An international perspective on a UK dilemma'; an Academic Conference sponsored by the Department of Business, Innovation & Skills (BIS) and Ipsos MORI’s Social Research Institute held on 14 January 2015.
How social drives business growth – and business decisions
Europe’s most influential businesses have a new way of doing business following the global economic downturn. And it’s called social media.
New research from LinkedIn and Join the Dots proves that decision-makers in large and medium-sized European businesses (those with annual revenues of £4 million or €5 million) see social media as fundamental to doing business –and as a crucial driver of growth. Social is used to acquire new customers, generate leads, deliver content to a range of different audiences and generate advocacy and word of mouth; but also to inform all manner of business decisions, to listen to market trends, to source talent and to deliver customer service. And it’s rated as highly effective by over two-thirds of decision makers in all of these areas.
LinkedIn Executive Summit: From Data Driven to the Data RevolutionLinkedIn D-A-CH
presented by Lutz Finger (LinkedIn) at the LinkedIn Executive Summit in Munich, Sept 8. Fur further questions please reach out via http://bit.ly/KontaktLNKD. Thank you and we are looking forward to seeing you soon again.
How HR & TA can Support Digital TransformationLinkedIn Europe
Speaker: Paul Devine, Business Development Director, Forrester Research
In this session, Paul shares how HR & TA can support digital transformation within an organisation through showcasing recent research conducted by Forrester.
The recording can be found here: http://www.slideshare.net/linkedineurope/video-how-hr-ta-can-support-digital-transformation
Student webcast presentation: Attracting the Next Generation of South African...LinkedIn Europe
Today, hiring top students and recent graduates is more critical for organizations than ever. However, many companies are using out-dated recruitment strategies and tactics. Don’t be one of them. Update your strategy today and connect with top graduates.
In this live webcast Matthew Gray, Account Executive and South African Market specialist, will take you through this introduction to student recruiting.
We will also have special guest Anna Cywinska, EMEA Talent Acquisition Partner – Growth Markets & DACH at LinkedIn. She will be here to answer any of your questions on recruiting and talent acquisition.
This free webcast will include:
Where do students fit into LinkedIn’s strategy?
Strategies to attract and engage students
Q & A session with Matthew and Anna
Accelerating LinkedIn’s Vision Through InnovationLinkedIn
See what's next for LinkedIn - from a complete redesign of the desktop experience, to smarter messaging and content discovery features, to the future of professional learning. Read more: https://blog.linkedin.com/2016/09/22/accelerating-LinkedIn-vision
Candidates are spending more time looking for jobs on their mobile devices, but most employers aren’t capitalizing on this trend. In this presentation, LinkedIn's Vaibhav Goel and Sachit Kamat show you how the mobile environment impacts job postings and what you need to be successful with mobile job seekers.
Subscribe to our blog: http://linkd.in/18yp4Cg
Follow our LinkedIn company page: http://linkd.in/1f39JyH
Tweet with us: http://bit.ly/HireOnLinkedIn
Priming the Economic Engine: How Social Media is Driving Growth for Small and...LinkedIn
This document summarizes a study on how small and medium businesses use social media. It finds that most SMBs use social media for marketing purposes, but also for learning and insights. There is a correlation between increased social media spending and high growth among SMBs. SMBs are open to receiving financial information on social media, especially LinkedIn, and many take action after discovering financial products or companies on social platforms. The document recommends that financial service providers provide useful content to SMBs and engage with them throughout the purchasing process, especially on LinkedIn.
Priming the Economic Engine: How Social Media is Driving Growth for Small and...LinkedIn Canada
Small and medium-sized businesses (SMBs) are considered engines for economic growth, and with good reason. They account for 1.3 million business units in North America, generating approximately $5.5 trillion in annual revenue. Moreover, 8 out of 10 SMBs use social media, and 68% of them are using it to inform financial decisions — presenting a golden opportunity for finance marketers to deliver relevant, useful content. Find out how in this research study from LinkedIn and TNS.
It’s no surprise that technology trends and market events have led to some incredible changes to the field of recruitment. Artificial Intelligence and automation continue to be an integral part of the conversation, while workplace diversity, unconscious bias and the candidate experience are on the rise.
Top Industries and Companies to Score Full-Time Positions for InternsLinkedIn
When it comes to cutting your professional teeth, internships really are the new normal. In fact, 3.5 million professionals on LinkedIn have held internship positions at one point. However, which internships really pave the way for fruitful careers? Here is LinkedIn’s list of the top industries and companies that convert the most internships into full-time positions for professionals.
Transformation: Where the Value Lives - Amelia Muller, Standard BankLinkedIn Europe
Standard Bank needed to transform their recruitment process from transactional to strategic in order to become a commercial business partner. This presented four key challenges: 1) attracting candidates in a competitive market, 2) providing a seamless candidate experience, 3) gaining insights from big data analytics, and 4) advising the business rather than just fulfilling orders. The value in recruitment lies in treating candidates as potential customers, leveraging branding across marketing and recruitment, and adapting quickly to changes in the digital landscape to engage young talent through optimized sourcing channels. Ultimately, how top talent feels about the organization and its leaders is more important than what they think.
The document discusses how building a strong employer brand through a unified corporate and talent brand can attract top talent and drive business results. It recommends that companies leverage their employees as brand ambassadors by encouraging them to enhance their social media profiles, incentivizing referrals, and recognizing top ambassadors. When WorldPay Singapore increased its focus on talent branding through LinkedIn, it saw an immediate 62% increase in LinkedIn followers, an 8x increase in career page views, improved its talent brand index ranking, and was able to hire 69% of new employees who had prior exposure to the company's LinkedIn content or jobs.
How SMBs in the Netherlands are embracing social media [2015 Research]LinkedIn Europe
SMBs are driving Europe back to growth, and relying on social media to help them do it. Here’s how to put together a winning social strategy to reach them:
This document provides information about Workforce Marketing and how social media, particularly LinkedIn, can help businesses generate new clients and revenue. It mentions that over 60% of financial advisors who used LinkedIn gained new clients, with nearly a third generating over $1 million in assets. One Ajax client in financial services used their optimized LinkedIn profile to close a new $3 million account. Studies have shown social media can increase sales, as IBM found salespeople who used social media effectively closed 26% more deals.
Whether you want to know how your company stacks up to others in digital spend, performance on customer and brand metrics, or integration of customer information across channels – The CMO Survey provides timely insight to help marketers benchmark their organization and tracks trends over time. http://cmo.deloitte.com/cmosurvey/
The document provides a 5-step model for companies to engage followers on LinkedIn: 1) Establish your presence by designing your company page and optimizing for search. 2) Attract followers by engaging colleagues and customers. 3) Engage followers by posting helpful, non-promotional updates consistently and linking to great content. 4) Amplify through the network by targeting updates and engaging in groups. 5) Analyze and refine based on engagement metrics. Case studies show how companies increased followers and engagement by applying these strategies.
Nurturing the IT Committee Lead - Germany INFOGRAPHICLinkedIn Europe
The document discusses three keys to nurturing the IT Committee:
1. Provide engaging and relevant non-sales focused content on social media to earn their trust. A survey found IT Committees are interested in educational content and are more likely to consider vendors that provide it.
2. Leverage internal expertise that may be untapped resources. References from coworkers influence decisions more than titles.
3. Don't disrupt the IT Committee with too much gated content early in the process. Most need seven pieces of content on average before speaking to sales.
The document summarizes key findings from a 2012 survey of over 444,000 senior business executives across 17 European countries measuring their media consumption and responsibilities. The survey found that LinkedIn reaches 42.7% of European business elite across websites, tablets, and mobile platforms, ranking second only to the BBC in overall cross-platform reach. Specifically, LinkedIn reaches more business elite on a monthly basis than any other website measured, with 38.6% monthly reach. LinkedIn also reaches more C-suite executives than any other website, with 97,181 visiting monthly and 43,852 daily. Finally, 30.5% of LinkedIn's business elite visitors connect via a mobile device.
Nurturing the IT Committee Lead- Netherlands INFOGRAPHICLinkedIn Europe
The document discusses key strategies for nurturing relationships with IT committees based on a survey of over 200 IT committee members in the Netherlands. It finds that IT committees are hungry for non-branded IT news and information on social media like LinkedIn. They are more favorable toward vendors that publish educational industry content and leverage internal expertise. The document recommends that marketers recognize the power of always-on educational content, leverage internal experts, and don't disrupt committees by gating content too early or often in the sales process.
Influencing the mass affluent - The NetherlandsLinkedIn Europe
Europeans with significant investable assets expect to engage with finance brands through social media – both to improve their customer experience and to guide future decisions on products and investments.
The Mass Affluent, those with investable assets of between €75,000 and €750,000, are amongst the most active and engaged social media users – and see social platforms as an essential element in their relationships with financial institutions. In a groundbreaking study by LinkedIn and Cogent covering France, The Netherlands and the UK, more than 84% of the mass affluent audience in each country were active on social platforms; at least 40% engaged with financial companies, and at least 30% read content shared by those companies.
In each country, mass affluent audiences opted for LinkedIn as their most trusted social media source for financial information, and the platform they are most likely to turn to for the content that matters to them. Information on new products and services, market commentary, service updates and general company information figured prominently amongst the most sought-after content from banks, credit card companies, insurance brands and brokers. When asked what they hoped to gain from engaging with such companies through social media, Mass Affluents pointed to improved customer service, greater transparency and timely, relevant content.
Across all three countries, and all types of financial sectors, the information discovered and considered through social media is a key driver of immediate action amongst the mass affluent audience. Of those using social media for both discovery and consideration, 63% were driven to take action such as purchasing a product or opening an account. And the comments that Mass Affluents share have a vital role to play in amplifying awareness and engagement amongst their peers. Almost a quarter of those in the UK and over a third of those in France and The Netherlands read others comments on the content shared by financial companies.
Este documento analiza la diferencia entre los "phablets" (dispositivos con pantallas entre 5 y 7 pulgadas) y las tablets. Los phablets como el Galaxy Note son más pequeños y ligeros que las tablets, lo que los hace más fáciles de usar como teléfonos móviles. Sin embargo, con el aumento del tamaño de las pantallas de los smartphones, la línea que separa phablets y tablets se está volviendo borrosa. El software y el uso previsto del dispositivo pueden ser factores más importantes que el tamaño de la pant
How HR & TA can Support Digital TransformationLinkedIn Europe
Speaker: Paul Devine, Business Development Director, Forrester Research
In this session, Paul shares how HR & TA can support digital transformation within an organisation through showcasing recent research conducted by Forrester.
The recording can be found here: http://www.slideshare.net/linkedineurope/video-how-hr-ta-can-support-digital-transformation
Student webcast presentation: Attracting the Next Generation of South African...LinkedIn Europe
Today, hiring top students and recent graduates is more critical for organizations than ever. However, many companies are using out-dated recruitment strategies and tactics. Don’t be one of them. Update your strategy today and connect with top graduates.
In this live webcast Matthew Gray, Account Executive and South African Market specialist, will take you through this introduction to student recruiting.
We will also have special guest Anna Cywinska, EMEA Talent Acquisition Partner – Growth Markets & DACH at LinkedIn. She will be here to answer any of your questions on recruiting and talent acquisition.
This free webcast will include:
Where do students fit into LinkedIn’s strategy?
Strategies to attract and engage students
Q & A session with Matthew and Anna
Accelerating LinkedIn’s Vision Through InnovationLinkedIn
See what's next for LinkedIn - from a complete redesign of the desktop experience, to smarter messaging and content discovery features, to the future of professional learning. Read more: https://blog.linkedin.com/2016/09/22/accelerating-LinkedIn-vision
Candidates are spending more time looking for jobs on their mobile devices, but most employers aren’t capitalizing on this trend. In this presentation, LinkedIn's Vaibhav Goel and Sachit Kamat show you how the mobile environment impacts job postings and what you need to be successful with mobile job seekers.
Subscribe to our blog: http://linkd.in/18yp4Cg
Follow our LinkedIn company page: http://linkd.in/1f39JyH
Tweet with us: http://bit.ly/HireOnLinkedIn
Priming the Economic Engine: How Social Media is Driving Growth for Small and...LinkedIn
This document summarizes a study on how small and medium businesses use social media. It finds that most SMBs use social media for marketing purposes, but also for learning and insights. There is a correlation between increased social media spending and high growth among SMBs. SMBs are open to receiving financial information on social media, especially LinkedIn, and many take action after discovering financial products or companies on social platforms. The document recommends that financial service providers provide useful content to SMBs and engage with them throughout the purchasing process, especially on LinkedIn.
Priming the Economic Engine: How Social Media is Driving Growth for Small and...LinkedIn Canada
Small and medium-sized businesses (SMBs) are considered engines for economic growth, and with good reason. They account for 1.3 million business units in North America, generating approximately $5.5 trillion in annual revenue. Moreover, 8 out of 10 SMBs use social media, and 68% of them are using it to inform financial decisions — presenting a golden opportunity for finance marketers to deliver relevant, useful content. Find out how in this research study from LinkedIn and TNS.
It’s no surprise that technology trends and market events have led to some incredible changes to the field of recruitment. Artificial Intelligence and automation continue to be an integral part of the conversation, while workplace diversity, unconscious bias and the candidate experience are on the rise.
Top Industries and Companies to Score Full-Time Positions for InternsLinkedIn
When it comes to cutting your professional teeth, internships really are the new normal. In fact, 3.5 million professionals on LinkedIn have held internship positions at one point. However, which internships really pave the way for fruitful careers? Here is LinkedIn’s list of the top industries and companies that convert the most internships into full-time positions for professionals.
Transformation: Where the Value Lives - Amelia Muller, Standard BankLinkedIn Europe
Standard Bank needed to transform their recruitment process from transactional to strategic in order to become a commercial business partner. This presented four key challenges: 1) attracting candidates in a competitive market, 2) providing a seamless candidate experience, 3) gaining insights from big data analytics, and 4) advising the business rather than just fulfilling orders. The value in recruitment lies in treating candidates as potential customers, leveraging branding across marketing and recruitment, and adapting quickly to changes in the digital landscape to engage young talent through optimized sourcing channels. Ultimately, how top talent feels about the organization and its leaders is more important than what they think.
The document discusses how building a strong employer brand through a unified corporate and talent brand can attract top talent and drive business results. It recommends that companies leverage their employees as brand ambassadors by encouraging them to enhance their social media profiles, incentivizing referrals, and recognizing top ambassadors. When WorldPay Singapore increased its focus on talent branding through LinkedIn, it saw an immediate 62% increase in LinkedIn followers, an 8x increase in career page views, improved its talent brand index ranking, and was able to hire 69% of new employees who had prior exposure to the company's LinkedIn content or jobs.
How SMBs in the Netherlands are embracing social media [2015 Research]LinkedIn Europe
SMBs are driving Europe back to growth, and relying on social media to help them do it. Here’s how to put together a winning social strategy to reach them:
This document provides information about Workforce Marketing and how social media, particularly LinkedIn, can help businesses generate new clients and revenue. It mentions that over 60% of financial advisors who used LinkedIn gained new clients, with nearly a third generating over $1 million in assets. One Ajax client in financial services used their optimized LinkedIn profile to close a new $3 million account. Studies have shown social media can increase sales, as IBM found salespeople who used social media effectively closed 26% more deals.
Whether you want to know how your company stacks up to others in digital spend, performance on customer and brand metrics, or integration of customer information across channels – The CMO Survey provides timely insight to help marketers benchmark their organization and tracks trends over time. http://cmo.deloitte.com/cmosurvey/
The document provides a 5-step model for companies to engage followers on LinkedIn: 1) Establish your presence by designing your company page and optimizing for search. 2) Attract followers by engaging colleagues and customers. 3) Engage followers by posting helpful, non-promotional updates consistently and linking to great content. 4) Amplify through the network by targeting updates and engaging in groups. 5) Analyze and refine based on engagement metrics. Case studies show how companies increased followers and engagement by applying these strategies.
Nurturing the IT Committee Lead - Germany INFOGRAPHICLinkedIn Europe
The document discusses three keys to nurturing the IT Committee:
1. Provide engaging and relevant non-sales focused content on social media to earn their trust. A survey found IT Committees are interested in educational content and are more likely to consider vendors that provide it.
2. Leverage internal expertise that may be untapped resources. References from coworkers influence decisions more than titles.
3. Don't disrupt the IT Committee with too much gated content early in the process. Most need seven pieces of content on average before speaking to sales.
The document summarizes key findings from a 2012 survey of over 444,000 senior business executives across 17 European countries measuring their media consumption and responsibilities. The survey found that LinkedIn reaches 42.7% of European business elite across websites, tablets, and mobile platforms, ranking second only to the BBC in overall cross-platform reach. Specifically, LinkedIn reaches more business elite on a monthly basis than any other website measured, with 38.6% monthly reach. LinkedIn also reaches more C-suite executives than any other website, with 97,181 visiting monthly and 43,852 daily. Finally, 30.5% of LinkedIn's business elite visitors connect via a mobile device.
Nurturing the IT Committee Lead- Netherlands INFOGRAPHICLinkedIn Europe
The document discusses key strategies for nurturing relationships with IT committees based on a survey of over 200 IT committee members in the Netherlands. It finds that IT committees are hungry for non-branded IT news and information on social media like LinkedIn. They are more favorable toward vendors that publish educational industry content and leverage internal expertise. The document recommends that marketers recognize the power of always-on educational content, leverage internal experts, and don't disrupt committees by gating content too early or often in the sales process.
Influencing the mass affluent - The NetherlandsLinkedIn Europe
Europeans with significant investable assets expect to engage with finance brands through social media – both to improve their customer experience and to guide future decisions on products and investments.
The Mass Affluent, those with investable assets of between €75,000 and €750,000, are amongst the most active and engaged social media users – and see social platforms as an essential element in their relationships with financial institutions. In a groundbreaking study by LinkedIn and Cogent covering France, The Netherlands and the UK, more than 84% of the mass affluent audience in each country were active on social platforms; at least 40% engaged with financial companies, and at least 30% read content shared by those companies.
In each country, mass affluent audiences opted for LinkedIn as their most trusted social media source for financial information, and the platform they are most likely to turn to for the content that matters to them. Information on new products and services, market commentary, service updates and general company information figured prominently amongst the most sought-after content from banks, credit card companies, insurance brands and brokers. When asked what they hoped to gain from engaging with such companies through social media, Mass Affluents pointed to improved customer service, greater transparency and timely, relevant content.
Across all three countries, and all types of financial sectors, the information discovered and considered through social media is a key driver of immediate action amongst the mass affluent audience. Of those using social media for both discovery and consideration, 63% were driven to take action such as purchasing a product or opening an account. And the comments that Mass Affluents share have a vital role to play in amplifying awareness and engagement amongst their peers. Almost a quarter of those in the UK and over a third of those in France and The Netherlands read others comments on the content shared by financial companies.
Este documento analiza la diferencia entre los "phablets" (dispositivos con pantallas entre 5 y 7 pulgadas) y las tablets. Los phablets como el Galaxy Note son más pequeños y ligeros que las tablets, lo que los hace más fáciles de usar como teléfonos móviles. Sin embargo, con el aumento del tamaño de las pantallas de los smartphones, la línea que separa phablets y tablets se está volviendo borrosa. El software y el uso previsto del dispositivo pueden ser factores más importantes que el tamaño de la pant
El documento habla sobre las nuevas tablets que ofrece el mercado. Explica que las tablets tienen pantallas táctiles grandes de 5 a 20 pulgadas y sistemas operativos como iOS, Android u otros propietarios. También destaca características como la alta resolución de la pantalla Retina del iPad, las diferentes tecnologías táctiles y la autonomía de hasta 10 horas de las tablets modernas.
The document is a scanned receipt from a grocery store purchase on June 15th, 2022 totaling $58.37. It lists items bought including ground beef, chicken breasts, tortillas, cheese, and produce such as tomatoes, lettuce, and onions. The receipt shows the item prices, taxes, and total amount due.
Los ordenadores portátiles pesan entre 1 y 3 kg y realizan las mismas funciones que los ordenadores de escritorio. Utilizan procesadores de bajo consumo, discos duros más pequeños, módulos de memoria RAM más pequeños, unidades de CD/DVD reducidas, teclados integrados, pantallas integradas, touchpads en lugar de ratones, y cargadores. Generalmente funcionan con baterías o adaptadores de corriente y son menos potentes pero también menos ruidosas y consumen menos energía que los ordenadores de escritorio.
Power of Client Advisory Boards_Farland_GroupFarland Group
Client Advisory Boards are powerful forums for B2B companies to bring together key clients and stakeholders to advise on strategy, product direction and innovation concepts. Learn how to get value from listening to and collaborating with your executive clients
The document discusses different types of enclosures and cabinets used to house fire alarm system equipment. It describes CAB-4 series enclosures which include backboxes and doors to mount panels, modules, batteries and other equipment. It also describes EQ cabinets used for distributed amplifiers, power supplies and I/O modules. Battery backboxes like the BB-25, BB-55 and BB-100 are discussed which house batteries and chargers. Accessories for the NFS2-3030 control panel like chassis and decks are also mentioned.
This online course consists of 10 modules on various topics related to fire alarm systems. Students must complete exams in each module and obtain an average grade of at least 70% to pass the online portion. The online course covers 10% of the total course grade, with the remaining 90% coming from an in-person classroom course. Upon completing both portions successfully, students will be prepared to take the Notifier certification exam.
This document summarizes the different types of intelligent detectors that can be used with Notifier fire alarm panels. It discusses photoelectric, multi-sensor, ionization, heat, beam, duct, and specialty detectors. It also describes the addressing of detectors, their LED indicators, sensitivity settings, bases including sounder and relay bases, and provides details on specific detector models like the laser detector and harsh environment detector.
This document summarizes a presentation for Excel Insurance Inc. on strategies to adapt their corporate culture for millennial employees. It notes that millennials will make up 75% of Excel's workforce. It recommends providing flexible work arrangements, mentoring programs, emphasizing corporate social responsibility in branding, and compensation based on performance rather than seniority. Case studies of Liberty Mutual and Acuity Insurance show successful programs incorporating these strategies. Implementation may face resistance but is necessary for talent attraction and retention. The strategies would increase employee productivity, commitment, and satisfaction.
Start Turning Data Into Actionable InsightsTiffani Allen
Research shows that when consumer insights are translated into action a company is 84% more likely to surpass revenue and profitability goals. Ciceron is a full service digital marketing agency that believes that data points can be used to tell a story, gleaning consumer insights and using those to maximize your ROI.
This document provides a summary of 10 trends in employer branding that the author expects to see towards 2020 based on his decade of research and experience in the field. Some of the key trends he identifies include time replacing money as the new currency for employers as work-life balance becomes increasingly important, the blending of functions across organizations as employer branding becomes a whole-business approach, and employer brands becoming truly global as companies strive for alignment across cultures and regions. The author aims to provide insights on how employer branding may evolve and ways for organizations to prepare and adapt to these changes.
Elevating executive results: The c-suite’s guide to winning the war for talentAcertitude
Globalization, digital disruption, changes in workforce demographics, and shifting attitudes toward workplace engagement have created one of the most competitive and dynamic global talent markets in history. “Elevating executive results: The c-suite’s guide to winning the war for talent” identifies eight critical steps that enable companies and organizations to do a better job in finding – and keeping -- the leadership needed for sustained high performance in today’s demanding business environment.
AGE OF EXPERIENCE, TRENDS RESHAPING THE FUTURE OF CUSTOMER SERVICE, by Gesner...Gesnerf
This report is the result of collaboration between Sitel’s employees and stakeholders from around the globe. Our company is now providing services through more than 61,000 employees in 21 countries on behalf of some of the best known brands in the world in the most diverse number of industries with global solutions that include customer acquisition, customer care, technical support and social media programs.
The question we try to address in this report is: how is the Customer Relations responding in 2015 to continued pressure on cost, expectation for higher quality, rising complexity, and decreasing cycle-time to respond to clients? This report will address the drivers of trends we are observing – evolving channels and customer experience expectations – and will provide insight into methods for addressing the customer relationship evolution.
This document summarizes key findings from an IBM study on how automotive companies can create business value by adopting social business strategies. The study found that automotive organizations should focus on three areas: 1) creating valued customer experiences by engaging customers on social media, building communities, and shifting towards social sales and service; 2) driving workforce productivity by increasing knowledge sharing and collaboration internally and externally; and 3) accelerating innovation by capturing new ideas from various sources and leveraging internal communities. While automotive companies recognize the importance of social business, many still face challenges in fully realizing its benefits. The document provides examples and recommendations for automotive organizations to move their social business efforts forward in these three focus areas.
Trends Reshaping the Future of Customer Service Jules Smith
How is Customer Relations responding in 2016 to continued pressure on cost, expectation for higher quality, rising complexity, and decreasing cycle-time to respond to clients? This report addresses the drivers of trends we are observing – evolving channels and customer experience expectations – and will provide insight into methods for addressing the customer relationship evolution.
Las tendencias que están redefiniendo la experiencia del cliente y su fidelización - See more at: http://www.sitel.com/es/noticias/sitel-senala-las-tendencias-que-estan-redefiniendo-la-experiencia-del-cliente-y-su-fidelizacion/#sthash.tMdJEjiA.dpuf
The document discusses how video technology is positively impacting recruiting. It begins with a speaker from Launchpad Recruits, Kirstie Kelly, who has over 15 years of experience in recruitment, hospitality, technology, branding and communication. She will discuss how behaviors are changing with increased video usage, how that impacts recruiting, and whether the changes are good or bad for recruiters and businesses. She will also explore how recruiters and companies can benefit from these technological developments.
The Four Proven Marketing Systems Every Contractor Must Optimize to Maximize ...Digital Downloads
It's easier than ever for consumers to quickly research and compare various contacting businesses.
You can see this is a chart from a search for “top contractors in Denver, Colorado, and I can easily, easily pull up this type of information from a huge variety of sites, and see how other people are rating certain services, right?
So you can see here “Tim’s Tree Services” 4.8, three stars out of five. That’s great. You can see how many people have reviewed it, the ratings of reviews that are out there, and the average rating of all the contractors in Colorado, on this particular site.
But this is just one of dozens and dozens of sites that I could check at any time to learn more about you and your competitors.
Digital transformation can be defined as a process whereby an organization shifts their business models, processes, and organizational culture with digital technologies to adapt to changing customer behaviors. They adapt to meet ever-changing customer expectations and engage with consumers in innovative ways. Transformational journeys require acurate assessments, learning, growth, and monitoring of:
1) People and Culture;
2) Capacity and Capabilities;
3) Innovation; and
4) Technology.
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3) However, most senior leaders underestimate how much innovation will be needed, as they predict optimization will be more important than innovation for growth despite anticipating greater digitization. Leaders recognize innovation and collaboration will be essential more than followers
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The document summarizes key insights from a study of over 4,000 C-level executives, including 342 Chief Human Resource Officers, about how HR functions need to transform to support "customer-activated" organizations. The main points are:
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Telecom’s future is Social (GSMA Mobile Asia 2013)Rob Van Den Dam
The telecommunications industry has facilitated
the rapid adoption of social networking and social business on a global scale. But to
what extent have communications service providers (CSPs) used social networking and
social tools to transform their own businesses? The adoption of social media by CSPs
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ConnectIn São Paulo 2015: Conecte-se. Transforme-se. Inspire-se. The Power o...LinkedIn
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Organisations that thrive are putting their customers in the driving seat, delivering greater value and ensuring an easy, delightful customer experience, leading to an expanding and loyal customer base and improved, continuous profits.
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These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
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Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
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McKinsey’s Digital Transformation Framework
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Industry expert Scott Sehlhorst will:
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2. 70% of the Fortune 1000 Will Be Replaced in a Few Years
In 10 years 40 percent of the Fortune 500
companies will not be there
Babson Olin School of Management
Between 1973 and 1983, 35% of the top
companies in the Fortune 1000 were new
From 1983 to 1993 the rate of replacement
increased to 45%
60% replacement between 1993 and 2003
If data is a good predictor then…
70% + of Fortune 1000 companies will
turnover by 2013
2
3. 3
Why is this
Happening?
“You can’t just ask the
customer what they want and
then give it to them.”
“You’ve got to start with the customer
experience and work back toward
technology – not the other way around.”
4. Connected Customers
• See the world differently
• Agile in their use of online and
offline
• Value and seek out peer
exchange and recommendations
• Look to engage with authentic
brands that they define as so
4
7. Engaging customers require commitment from the entire
company – and a redefined organization. McKinsey & Co, July 2011
7
Customer Engagement and Performance
– Organizations that optimize for customer engagement outperform their
competitors by 26% in gross margin and 85% in sales growth. (Gallup)
– Actively disengaged customers represent a 13% discount in gross
margin and sales growth. (Gallup)
New Leadership Mandates Required
– A $500M firm will lose about $62M per year due to poor partner
relationships and $55M per year due to poor customer relationships.
(Kellogg)
– 63% of executives feel underprepared to deal with the shifts taking
place in their customer demographics. (IBM)
Go here for more on how Customer Engagement Strategies Deliver Revenue
8. Creating Customer Engagement Strategies that Work
Challenge: Getting Executive Buy-in
We interview 100s of executives each year
1.85% of the C-suite do not use social media
But …
2.60% of the C-suite have an iPad
And …
3.The c-suite of 2020 will be social and digital
8
9. Creating Customer Engagement Strategies that Work
Requirements
1. Know your customers
2. Model the experience
3. Understand why
4. Align to customer
5. Build a connected customer
brand experience
9
Profile: Johann Samson
Online Behavior:
Professional Interests:
Personal Interests:
Technology Used:
Usage Behavior:
Expectations:
Visit for more ideas about engaging customers
10. From Customer Engagement to Customer Advocacy
Strategic Advisory Boards
• Top strategic accounts
• Non-fiduciary board of directors
Online Communities
• Customer and thought leader driven online
communities to advance a relevant agenda to
the customer base
Industry Education
• The Academy will provide a learning forum
on the future of marketing
Customer-driven Forums
• Co-created agendas that feature key
clients and shape discussions on major
economic, business and industry issues
Sales Eminence
• Developing internal programs to
ensure customer-first strategies
Learn more about getting to customer advocacy
11. A New Business Model and Process Is Required
Customer
Listen
Learn
Co-
Create
Adapt
11
Are you listening enough to your clients? Here are some ideas to improve and take action
12. Building Customer Engagement and Retention Strategies
12
Customer
Understand where, how and through what channels your customers
engage
1
2
Connections
Build unique online and offline experiences that
connect your customers directly to your brand
3
Capture Value
Measure and improve decision making to
demonstrate accountability
Good afternoon I know that I ’m the only thing standing between you and the outdoors but I feel passionately about this topic and I hope to learn a lot from you in the next 45 minutes I hope I can shed some data and content to help you build your customer engagement and retention strategies to be even stronger. My name is Jane Hiscock and I am honored to speak with such a wonderful group of CMOs. My company specializes in customer engagement and retention strategies and in particular we have a deep expertise in executive customer engagement for b2b companies. I ’m not going to talk a lot today about what Farland Group does I really want to talk to you about the experiences that we’ve seen from customer engagement and hopefully that will give you some good stories to take home. And in fact moving customer engagement to advocacy
And these decisions that are being made inside of large corporations without testing the customer desire or will are in fact the exact corporations that are leaving themselves open to disintermediation if they don ’t find ways to shift the model to one that is nimble and flexible to meet the requirements and changing needs of the customers. Based on this data how many of us in this room will be working for the business we work for today? What is clear is that no company is too big to fail and no company is too small to succeed
Customer are connecting to one another and sharing experiences about you every day. Problem is, you either don ’t know or aren’t doing anything about it and that says everything about how you value people Customer behavior and expectations are evolving. They expect to engage your business and all it represents in new channels and in their way. In our work with Executives we constantly hear executives pull out the Steve Jobs Quote “ you can’t ask the customer what they want and give it to them because they don’t know until the see it” Well that is true if you are Steve Jobs but last time I checked there aren’t a lot of Steve Jobs in the world and Steve Jobs also said “You’ve got to start with the customer experience and work back toward technology not the other way around. So what do you think is happening why are these shifts happening in your businesses? MY list for back up: Disparity between business and customers Fear of the unknown Inability to ask and listen Relevancy
Over-time the customer-experience and the brand is created by connected customers Connected customers are a new breed – they likely are many of you in this room. You make decisions based on several types of media and if you could engage in interactive shopping while shopping in person you grab QR codes, you read reviews and go to your own networks to make decisions The connected customer is one that is making changes to how your brand is perceived and you may not even be aware of it.
This is Groubal a community that tracks the sentiment of social media. This is realtime Interbrand these people are not waiting for the Fortune top companies to watch list to come out to shape their thinking on your brand. Do you monitor groubal? Your customers likely may or if they don ’t they will in the future. And this is just grabbing the instant experiences of your customers based on an interaction they just had with your Intel channel rep or a real time experience with Microsoft software. All the while if you are not building in-person, online and connected strategies for engaging this customer you are going to continue to receive low sentiment. Worse if you aren’t paying attention to your customer base you don’t even know that Groubal exists.
Technology is a leading transformation agent for the enterprise and that is not just social, it is mobile and location and analytics and the fact that customers want everything in real-time. So how do we as marketers keep up? We need to optimize to one customer one experience, but social media is only the beginning This must affect our internal processes to have influence. We need to establish new governance, processes, systems and philosophies. As we make our brands more engaging to our customers and employees and as we have them help shape our brands it is absolutely critical that as marketers we don ’t just begin a set of activities – this is not a campaign this is a new model of doing business and it must be authentic. As a result it needs to start from within. Creating a customer-first enterprise is hard work and it is not something that you can do alone or that can happen overnight. We have clients that have started and stopped to only start again purely because they haven ’t had all of the critical elements for success: So let ’s look deeper at this…..
In the middle of last year McKinsey came out with a warning call study stating that companies that were looking to engage their customers needed a commitment not just from marketing but from the entire company. And the fact is that if you can successfully move your business to this path it pays off: Organizations that engage their customers outperform by 26% in gross margin and 85% in sales growth. But our work is cut out for us because the c-suite is not prepared – to me this is an opportunity to me this is the future of marketing as the transformation agents of the future of business
70% of the C-suite do not understand or use social media – worse they fear it 60% of the C-suite have an iPad If the Fortune prediction is true the c-suite will not be today ’s c-suite it will be a social c-suite by 2020 For all of you in this room this is good news because our battle is going to be short – the customer is going to win and quickly and the c-suite will either get in line or be replaced For those of you in B2B companies that dpend on the CIO, CFO, CEO to influence your buy here is what we know about them: They are highly influenced by peers if you aren ’t doing advisory boards that are purely strategic executive clients and your most senior executives you should be they have enormous value They spend enormous amounts of money and time and people on research and it has a very strong primary influence on buy (second to peer) They are looking for return on invested time – because they have very little of it – this is the challenge for your marketing campaigns and your sales people They look to sellers and marketers that can help them sell things internally – that understand their c-suite peers Looking for connections to experts and higher value thinking
1. Begin with your executive team – find ways through data to help them see the business value of customer-engagement strategies – I ’ve given you a lot of data today and I’m happy to share the reports. Know your customer. As marketers we know this it is in our training in our core to know our audience but do you really know them. Depending on whether you are b2b or b2c you may think you know them but in my business we call on your customers daily and we talk to them for 30 minutes and all we do is listen and when we feed back what we hear to our clients they are shocked by what we learn. We learn where their customers convene, what they read, what they love and hate in general and about your brands, who influences them and why … you have to have a deep understanding of your customers before you build a customer engagement strategy. Understand their needs and what they do at each phase of the buying journey. In fact understand what their buying journey is because every person and every business is different. In fact in B2B we are always amazed at how long the cycle is before you or your sales team is even aware – making online critical. Align your information and offerings to the customer journey Connect the channels and track the paths Created a connected customer brand experience meaning online and offline experiences and experiences that affect them and those that influence them. Secrets Executive team engagement is critical Requires inspiring leadership and is difficult and time consuming Forget the word transaction You will discover breakthrough innovation
Listen = engage with the market and customer to uncover and understand the changes that are taking place Take every input and determine what it means for your organization – what did you learn – is it something to take or leave Co-creation Could also be engagement = working with customer to create the future and consider the next steps – your customer will not always be right but they often will have part of the solution Adapt / Change = culture – listening and then acting is difficult for companies but if a company as large as IBM can do it so can yours. The key is not to react to each customer input. We develop customer engagement strategies with very clear points in time where we make change.
Three steps for building a customer engagement strategy that will power your marketing goals Know your customers and where they engage – pretend they are your children and get to know their paths so that you don ’t miss a tweet, school dance, conference or Facebook like Remember that your employees are an extension of your customers (e.g. public tweet) Connections: This is not simple it requires you to think about digital channels as well as in person channels it requires you to understand the context for creating connections that matter and the content that will make these connections long-lasting. Critical to this is that it is a strategy for connections not something that is one-off and transactional or campaign based in nature – clients will see through that instantly Capture Value: We are campaign based by nature – we move from program to program and if we are honest we motivate our staff, organizations even our clients by being campaign based – but this isn ’t enough any more. Create the outcomes and use advanced analytics to help you make better decisions and drive newer forms of engagement.