This slideshow was created to showcase the marketing research involved in the strategic decision-making process. This presentation represents a decision for the marketing team at Barco Projection Systems, on how to combat the incoming Sony 1270 projector model. This presentation includes a brief history, situation analysis, options for Barco, and an ultimate decision based on this research. This Powerpoint presentation was completed for a Marketing Management & Strategy course.
This slideshow was created to showcase the marketing research involved in the strategic decision-making process. This presentation represents a decision for the marketing team at Barco Projection Systems, on how to combat the incoming Sony 1270 projector model. This presentation includes a brief history, situation analysis, options for Barco, and an ultimate decision based on this research. This Powerpoint presentation was completed for a Marketing Management & Strategy course.
Reliance Baking Soda is Stewart Corporation's oldest and most established product. The new Domestic Brand Director needs to create a 2008 marketing budget that delivers a profit increase of 10% over 2007 levels. She must first evaluate the effectiveness of past consumer and trade promotions and determine if a price increase will have net bottom line benefits. Then she must decide on the optimal allocation of her marketing budget, taking into account the brand's apparent "cash cow" role in the Household Division of Stewart Corporation. Students are expected to complete a quantitative assignment: create and defend a budget.
McKinsey & Company: Managing Knowledge and LearningDisha Ghoshal
As part of Strategy execution, this presentation on was on how McKinsey & Company flourished throughout the years by Managing Knowledge and Learning diligently.
The New York Times Paywall is a case study based on the business transition from the traditional to digital shift of e-newspapers. The launch of digital devices favoured the growth of The Times as well as the advantages of accessibility had escalated its demands and the viewership. They adopted the Paywall strategy for additional revenue generation through subscription plans. However, the dilemma was for the long term sustenance of the latest The New York Times business model.
A marketing Case Study of Natureview Farm, an organic yogurt manufacturer. This analysis was performed by E. Santhosh Kumar, IIT Madras, during an internship with Prof. Sameer Mathur, IIM Lucknow.
Reliance Baking Soda is Stewart Corporation's oldest and most established product. The new Domestic Brand Director needs to create a 2008 marketing budget that delivers a profit increase of 10% over 2007 levels. She must first evaluate the effectiveness of past consumer and trade promotions and determine if a price increase will have net bottom line benefits. Then she must decide on the optimal allocation of her marketing budget, taking into account the brand's apparent "cash cow" role in the Household Division of Stewart Corporation. Students are expected to complete a quantitative assignment: create and defend a budget.
McKinsey & Company: Managing Knowledge and LearningDisha Ghoshal
As part of Strategy execution, this presentation on was on how McKinsey & Company flourished throughout the years by Managing Knowledge and Learning diligently.
The New York Times Paywall is a case study based on the business transition from the traditional to digital shift of e-newspapers. The launch of digital devices favoured the growth of The Times as well as the advantages of accessibility had escalated its demands and the viewership. They adopted the Paywall strategy for additional revenue generation through subscription plans. However, the dilemma was for the long term sustenance of the latest The New York Times business model.
A marketing Case Study of Natureview Farm, an organic yogurt manufacturer. This analysis was performed by E. Santhosh Kumar, IIT Madras, during an internship with Prof. Sameer Mathur, IIM Lucknow.
Do you want to be a manager (are you sure)Ron Lichty
Managing programmers is hard! Becoming a successful manager requires a drastic change of focus. There are expectations to consider before making a leap to the “dark side.”
The transition from programmer to manager is made particularly challenging by the dramatic difference between what made us successful as programmers and what it takes to successfully manage others. In addition, programmers are an interesting management challenge.
We tend to be free spirits, playful, curious, and (very) independent.
How can you ease the transition into management? What’s management really about? What will you give up?
Bio:
Ron Lichty wants to make software development better worldwide by advancing the practice of software development management. He has been alternating between consulting with and managing software development and product organizations for 25 years, almost all of those spent untangling the knots in software development and transforming chaos to clarity, the last 20 of those in the era of Agile. Originally a programmer, he earned several patents and wrote two popular programming books before being hired into his first management role by Apple Computer, which nurtured his managerial growth in both development and product management roles.
Principal and owner of Ron Lichty Consulting, Inc. (www.RonLichty.com), Ron has repeatedly been brought in as an acting CTO and interim vice president of engineering to solve development team challenges. He has trained teams in Scrum, transitioned teams from waterfall and iterative methodologies to agile, coached teams already using agile to make their software development "hum", and trained managers in managing software people and teams. In his continued search for effective best practices, Ron co-authors the Study of Product Team Performance (http://www.ronlichty.com/study.html).
Ron's most recent book is Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams - http://www.ManagingTheUnmanageable.net. Published by Addison Wesley as both book and video training, it has been compared by reviewers to software development classics, The Mythical Man-Month and Peopleware.
During Ron's first three years at Charles Schwab, he led software development of the first investor tools on Schwab.com, playing a role in transforming the bricks-and-mortar discount brokerage into a premier name in online financial services. He was promoted to Schwab vice president while leading his CIO’s three-year technology initiative to migrate software development from any-language-goes to a single, cost-effective platform company-wide and nurturing Schwab's nascent efforts to leverage early Agile approaches. He has led products and development across a wide range of domains for companies of all sizes, from startups to the Fortune 500, including Fujitsu, Razorfish, Stanford, and Apple.
Ron co-chairs the Silicon Valley Engineering Leadership Community.
Organizations are complex systems and as such they are not easy to change. When the old strategy is becoming non effective it is time to make a shift. A great tool for shifting entire organizations that responds to issues connected with complexity is Appreciative Inquiry. A brief introduction of the concept and principles initially developed by David Coperrider is presented. The method is contrasted with the traditional approach to organizational change - problem solving. The presentation is completed with a practitioner description of a typical Appreciative Inquiry project.
Scaffolding for a Growing Team - Surge 2014Fran Fabrizio
When your team scales beyond the point where information flow happens organically (~8 members), you’ll be confronted with some seriously uncool topics, like time tracking, work estimation, meetings with actual agendas, long-range planning and formalizing your HR processes. In this talk I discuss how our team is tackling these challenges in an engineer-friendly way and get the input we need for data-driven decision making while keeping the dev team happy.
HCI Webinar: Changing a Company Culture, One Technological Performance Module...Cornerstone OnDemand
Sometimes the best systems aren’t all in place when it comes to talent management. Processes may need improvement and people likely want more support, but a knowledge gap and lack of experience in change management blocks companies from adopting the finest practices and implementing helpful technology. Success, as seen by leaders, is achieved by doing what works best for the business. Top managers take on the constant task of determining how to make each process more efficient and improve what’s needed to maximize productivity.
Leadership & People-Are you the Problem or SolutionJamie Balkin
What is your organizations leadership style? Control or Support Does your organization define the type of leadership it wants? What does Leadership look like in action and how can it impact your organization and people?
This session will share how:
• Defining a purpose for an organization,
• Knowing your team and caring about what they care about,
• Utilizing people’s strengths and what they are passionate about,
• Defining leadership characteristics and
• creating a cohesive team drives an organization to success.
It will share how empowering multi-generations with leadership skills allow your organization to do more with less by creating an environment where staff are empowered to make the decisions necessary for your organization to thrive.
The discussion will share examples of how leadership of our 70-year old firm has evolved. The journey we have been on to prepare us for the future and the success we are enjoying from making these shifts in our culture.
It will touch on how creating an environment where Employee Leadership & Development aids with hiring and retaining the staff needed to succeed. It will help you understand:
• How you select people with potential?
• How you bring leadership out of people?
• How you train for leadership?
• What are some ways to help an employee develop into a leader?
How to build a content marketing and social media engineMarcel Santilli
What does it take to create a successful content marketing and social media engine that drives strong business results?
- Building a content and social media strategy that is tailored to your resources
What are your business objectives?
Who are you trying to impact?
Write down your vision.
How will your content create value for your target audience?
What resource constraints do you have?
What type of content could disrupt customers priorities?
Who do you need to get buy in from for your strategy to work?
What skills do you need to be successful?
Structuring your cross-functional team
Define roles and responsibilities
Building processes and workflows (Get work done and scale)
Use the right tools to enable collaboration
What type of tools does my team need to be successful?
Technical skill is important but building great teams requires a lot more than that. This brief breakfast presentation for the Australian Institute of Credit Management shares some of our thoughts and ideas covered in our more extensive workshops
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
2. Summary
• I- Our strategy
• II- Our results
• III- How we proceeded
• IV- What we have learnt
• To do
• Not to do
3. Our strategy
• Collect information on the company
• Identify the top managers
• Collect information about the most influent employees
and the links between them
• Identify the key employees to approach the CEO
• Choose the best ways to fit in the company and inform
the employees about the project
• Convince the employees and the CEO to try and then
use the new solution
• Expect that they will convince their own team
7. How we proceeded
• First hour :
We only took few decisions :
• Gather datas about the CEO and the 5 top managers (G. Glenn,
H.Ross, F. Scotti, D. Pierce, E. Stone) personal profiles
initiatives.
• Underline relationship between them coffee break & networks
initiatives in order to identify who was the best person able to
convince the CEO
8. How we proceeded
• Second hour :
We took more decisions, some of them were successful, others failed.
We analysed the results of the different actions in order to know how
we had to proceed to make the number of adopters increase. We
granted a great importance to the level of interest of our interlocutors
about our solution (awareness, trying…) to take the right decisions.
Examples of success Examples of failures
- Memorandum : It had a good effect
on the top managers
- Internal magazine : A lot of people
on the company took an interest in
our article
- External speaker : He managed to
support our actions
- Electronic mail : people actually
never read it
- Face to face meeting with the CEO :
she refused to talk with us twice in a
row
- Questionnaire : we got no answers
as people didn’t really care
9. What we have learnt
To do Not to do
Strategy - Get information about
people (everyone in the
company) and their relations
before going further
- Forget to consider the time that
each decision takes and how it
impacts on the deadline
Tactics -Get the support of key
people
- Deal only with top management
Team - Make quick decisions
- Appoint a team to manage
the level of progress
- Don’t try to make full analyses as
we don’t really have the time to (it
means letting Karim & Cihan
debate)
