Health on the Shelf
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Presentation slides from Phebe Gibson, policy analyst at ChangeLab Solution, part of a Healthy Corner Store Initiatives webinar hosted by Sustain Ontario's Food Access Peer Learning Circle held on March 4th, 2015. Presentation focuses on healthy corner store initiatives from program to policy.
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Presentation slides from CToronto Food Strategy as part of a Healthy Corner Store Initiatives webinar hosted by Sustain Ontario's Food Access Peer Learning Circle held on March 4th, 2015.
Toronto Food Strategy: Food Access Mapping
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Healthy Corner Store Toronto Model
Presentation slides from CToronto Food Strategy as part of a Healthy Corner Store Initiatives webinar hosted by Sustain Ontario's Food Access Peer Learning Circle held on March 4th, 2015.
Toronto Food Strategy: Food Access Mapping
The Toronto Food Strategy aims to foster a healthy and sustainable food system. It takes a multi-pronged approach, including building networks, leveraging resources, and using both top-down and bottom-up strategies. Food environment mapping is being used to better understand relationships between income, food access, and other factors. Initial findings show lower income areas tend to have less healthy food retail environments and schools are more likely to have fast food nearby. The research is informing policies like the new Residential Apartment Commercial zone to support healthier food options in apartment communities.
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The document summarizes the development of a telemedicine app called VETLINK for goat healthcare information. It discusses:
1) The need for the app to provide animal health information to clients and the types of questions asked.
2) The development process which included research verified by veterinarians and building the app infrastructure at vetlink.pvamu.edu.
3) Plans for the app including support for multiple languages and targeting farm animals and pets, with a niche in small ruminants like goats.
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This document proposes the S-MArT Buddy, a technology that attaches a LCD device and handheld scanner to supermarket trolleys. The scanner provides food content information for each item scanned to help users make healthier choices and raise awareness of unhealthy eating trends that can lead to issues like colon cancer. It targets primary grocery shoppers in Singapore and aims to empower them to distinguish between healthy and junk food products through interactive displays on the trolley like a "Healthy/Junk Meter" and "Food Breakdown Table" that show nutrition information. Users can also create family profiles to get more personalized recommendations.
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Can Someone Please Help Me?
I need help to on a 3-5 page change proposal to executive leaders, soliciting their support for a change to the health care system in the community you selected in the previous assessment.
Introduction
To improve health care outcomes within a community, leaders must understand the needs of specific populations. In addition, it is important that leaders are able to gather and present persuasive evidence to decision makers to obtain the necessary funding and establish these needs as priorities for budget and resource planning. Thus, proposed changes should support improved outcomes and align with the current or needed health care policy.
This assessment provides an opportunity to propose a community health care change that is based on the community health assessment you completed in Assessment 2.
Preparation
Your community health assessment was well received by the executives at Vila Health. Consequently, they have asked you to recommend a change in the community that will improve health outcomes. They have also asked you to submit your recommendation in a formal change proposal. You are confident that you can present a strong case for change, including a financial plan, that will ensure the success of this initiative.
In thiu can submit all or a portion of your draft change proposal to Smarthinking Tutoring for feedback before you submit the final version for this assessment. If you plan on using this free ses assessment, you will draft a change proposal to executive leaders to solicit support for a change to the current community health care system. To prepare for the assessment, you are encouraged to begin thinking about your justification for establishing the recommended change as a priority, a strategy for leading change, and how the change will be funded.
The following resource is required to complete the assessment.
Vila Health: Planning for Change
.
Vila Health is a virtual environment that simulates a real-world health care system. In the various Vila Health scenarios, you will apply professional strategies, practice skills, and build competencies that you can apply to your coursework and in your career. The information you gather in this scenario will help you to complete the assessment.
TEMPLATES
Use this template for your change proposal.
Change Proposal Template [DOCX]
.
Requirements
Complete this assessment in two steps:
If you have not already done so, complete the Vila Health: Planning for Change simulation.
Draft a change proposal to justify your recommendation for improving the health of the community and establish the change as a priority for the next budget cycle. Consider the feasibility of your proposed change, in terms of overall scope, funding, and timeframe.
The change proposal requirements outlined below, correspond to the grading criteria in the scoring guide, so be sure to address each point. Read the performance-level descriptions for each criterion to see how yo.
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Chile has high rates of obesity, overweight, sedentary behavior, and non-communicable diseases. To address these issues, Chile implemented several national food policies and plans. These include: 1) the Choose to Live Healthy national plan to promote healthy habits, 2) inclusion of obesity reduction targets in the National Health Strategy, 3) Acts establishing food composition limits, front-of-pack labeling, and marketing restrictions (Act 20.606), and 4) an Act taxing sugar-sweetened beverages (Act 20.780). The policies aim to improve food environments, leadership, monitoring, and multi-sector coordination to promote population nutrition and reduce health inequities.
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Material in slides 2-14 of this overview adapted from Prin
Material in slides 2-14 of this overview adapted from Principles
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https://open.lib.umn.edu/principlesmarketing/
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Value for Customers
Where the offering is and how it is priced communicates value to the
customer
6.1 Marketing channels and channel partners
6.2 Typical marketing channels
6.3 Functions performed by channel partners
6.4 Marketing channel strategies
6.5 Channel dynamics
6.6 Demand planning and inventory control
6.7 Warehousing and transportation
6.8 The pricing framework and a firm’s pricing objectives
6.9 Factors that affect pricing decisions
Marketing channels and channel partners
Goal = get a product to the customer when, where and
how the customer wants it.
Requires cooperating channel partners (or intermediaries)
that actively promote and sell the product as it travels
through the channels to the end customer.
Typical marketing channels
• Two major types of channel systems
• Direct channel— from producer
to consumer with no
intermediaries (farmer’s market,
internet if direct from the
manufacturer)
• Indirect channel — Any number
of intermediaries between
producer and consumer
• Many products have multiple
channels
Question: Wouldn’t fewer intermediaries be more
efficient and effective to get products to consumer when,
where and how they want them?
Answer: Some large retailers have been able to own more
of the channels themselves (disintermediation).
But, the channel member functions have to be performed
by some firm, but one firm can perform more than one
channel functions.
Only include channel members that add value for the
customer.
Functions performed by channel partners
• Disseminating marketing communications and promote brands
• Push versus pull strategy
• Sorting and regrouping products
• Storing and managing inventory
• Distributing products
• Assume ownership risk and extend credit
• Share marketing and other information
Marketing channel strategies
Factors affecting the marketing channel strategy
decisions
• Type of customer
• Type of product
• Channel partner capabilities
• Business environment and technology
Channel integration
• Vertical marketing system — formal agreements to cooperate
• Conventional marketing system — no formal relationships, all
independent operators
• Horizontal marketing system — Two companies at same channel level
agree to cooperate (usually for compatible but non competing products)
Channels versus supply chains — supply chains are channels that includes
the firms involved in distributing the raw materials for manufacturing.
Value chain — another term for supply chain BUT acknowledges the value
adding role of the intermediary.
Factors that affect a product’s intensity of distribution
• intensive distribution = want to sell product in as
many outlets as possible
• selective distribution = s ...
Material in slides 2-14 of this overview adapted from Prin
Material in slides 2-14 of this overview adapted from Principles
of Marketing. (2015). University of Minnesota Libraries Press.
https://open.lib.umn.edu/principlesmarketing/
Using Marketing Channels & Price to Create
Value for Customers
Where the offering is and how it is priced communicates value to the
customer
6.1 Marketing channels and channel partners
6.2 Typical marketing channels
6.3 Functions performed by channel partners
6.4 Marketing channel strategies
6.5 Channel dynamics
6.6 Demand planning and inventory control
6.7 Warehousing and transportation
6.8 The pricing framework and a firm’s pricing objectives
6.9 Factors that affect pricing decisions
Marketing channels and channel partners
Goal = get a product to the customer when, where and
how the customer wants it.
Requires cooperating channel partners (or intermediaries)
that actively promote and sell the product as it travels
through the channels to the end customer.
Typical marketing channels
• Two major types of channel systems
• Direct channel— from producer
to consumer with no
intermediaries (farmer’s market,
internet if direct from the
manufacturer)
• Indirect channel — Any number
of intermediaries between
producer and consumer
• Many products have multiple
channels
Question: Wouldn’t fewer intermediaries be more
efficient and effective to get products to consumer when,
where and how they want them?
Answer: Some large retailers have been able to own more
of the channels themselves (disintermediation).
But, the channel member functions have to be performed
by some firm, but one firm can perform more than one
channel functions.
Only include channel members that add value for the
customer.
Functions performed by channel partners
• Disseminating marketing communications and promote brands
• Push versus pull strategy
• Sorting and regrouping products
• Storing and managing inventory
• Distributing products
• Assume ownership risk and extend credit
• Share marketing and other information
Marketing channel strategies
Factors affecting the marketing channel strategy
decisions
• Type of customer
• Type of product
• Channel partner capabilities
• Business environment and technology
Channel integration
• Vertical marketing system — formal agreements to cooperate
• Conventional marketing system — no formal relationships, all
independent operators
• Horizontal marketing system — Two companies at same channel level
agree to cooperate (usually for compatible but non competing products)
Channels versus supply chains — supply chains are channels that includes
the firms involved in distributing the raw materials for manufacturing.
Value chain — another term for supply chain BUT acknowledges the value
adding role of the intermediary.
Factors that affect a product’s intensity of distribution
• intensive distribution = want to sell product in as
many outlets as possible
• selective distribution = s ...
Material in slides 2 14 of this overview adapted from prin
The document discusses marketing channels and pricing strategies. It covers topics like typical marketing channels including direct and indirect channels. It also discusses functions of channel partners like promoting brands and distributing products. The document then talks about factors that affect pricing decisions like costs and competitors' prices. It provides examples of pricing strategies such as introductory, cost-plus, and promotional pricing.
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This document provides an overview of a Healthy Corner Store Project toolkit created by Sustainable Long Island. The project aims to improve access to healthy foods in underserved communities by partnering with corner store owners. Key aspects of the toolkit include conducting assessments of neighborhood demographics and store inventories, interacting with customers and the community through surveys and outreach, strategically partnering with store owners by providing incentives and support, and monitoring the program's impact through sales tracking and evaluations. The toolkit also outlines successful features of similar programs in other cities that could be replicated, such as increasing healthy product selection and making those products more prominent. If implemented properly using the guidance in this toolkit, the project seeks to create healthier food environments and communities.
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- Atkins is a top 3 global player in the weight wellness category.
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The document summarizes the Minneapolis Healthy Corner Store Program, which aims to improve access to healthy foods in corner stores. It discusses how corner stores play an important role in food access but often lack healthy options. The program works with stores to increase healthy foods through procuring affordable produce, improving displays, marketing, and training owners. It outlines the process of selecting 10 stores, assessing needs through interviews and surveys, finding a produce supplier, and providing a sales training to help stores increase healthy food sales and affordability in the community.
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Many businesses, institutions and food pantries are striving to offer healthy, local, and sustainable food choices, but how can we encourage and excite eaters to make the healthy choice?
This webinar explores the role of promotion in healthy food choices, offer simple best practices and provide examples of promotion of in school, hospital, retail, and food pantry settings. Participants will learn about key concepts in healthy food promotion and gain some innovative ideas and resources they can use to engage and excite eaters in any setting.
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Can Someone Please Help MeI need help to on a 3-5 page change p.docx
Can Someone Please Help Me?
I need help to on a 3-5 page change proposal to executive leaders, soliciting their support for a change to the health care system in the community you selected in the previous assessment.
Introduction
To improve health care outcomes within a community, leaders must understand the needs of specific populations. In addition, it is important that leaders are able to gather and present persuasive evidence to decision makers to obtain the necessary funding and establish these needs as priorities for budget and resource planning. Thus, proposed changes should support improved outcomes and align with the current or needed health care policy.
This assessment provides an opportunity to propose a community health care change that is based on the community health assessment you completed in Assessment 2.
Preparation
Your community health assessment was well received by the executives at Vila Health. Consequently, they have asked you to recommend a change in the community that will improve health outcomes. They have also asked you to submit your recommendation in a formal change proposal. You are confident that you can present a strong case for change, including a financial plan, that will ensure the success of this initiative.
In thiu can submit all or a portion of your draft change proposal to Smarthinking Tutoring for feedback before you submit the final version for this assessment. If you plan on using this free ses assessment, you will draft a change proposal to executive leaders to solicit support for a change to the current community health care system. To prepare for the assessment, you are encouraged to begin thinking about your justification for establishing the recommended change as a priority, a strategy for leading change, and how the change will be funded.
The following resource is required to complete the assessment.
Vila Health: Planning for Change
.
Vila Health is a virtual environment that simulates a real-world health care system. In the various Vila Health scenarios, you will apply professional strategies, practice skills, and build competencies that you can apply to your coursework and in your career. The information you gather in this scenario will help you to complete the assessment.
TEMPLATES
Use this template for your change proposal.
Change Proposal Template [DOCX]
.
Requirements
Complete this assessment in two steps:
If you have not already done so, complete the Vila Health: Planning for Change simulation.
Draft a change proposal to justify your recommendation for improving the health of the community and establish the change as a priority for the next budget cycle. Consider the feasibility of your proposed change, in terms of overall scope, funding, and timeframe.
The change proposal requirements outlined below, correspond to the grading criteria in the scoring guide, so be sure to address each point. Read the performance-level descriptions for each criterion to see how yo.
Voices for Healthy Kids 2015
The presentation comes from the Childhood Obesity Conference, 29 June - 02 July 2015, held in San Diego, California.
Regional Grocer Case Study
As part of a group project we were tasked to present on implementations for a grocery store looking to promote their health and wellness offerings through the use of dietitians to market the new service.
We utilised a doing first approach while developing a 3 year strategy. Suggested 2 rules to follow while developing the implementation strategy along with talking through the benefits of Post-modern marketing to successfully reach our target audiences,
Investor Presentation
This slideshow will share with you our executive summary, identify the problem in the diet market, our solution, business model, our identified competition, distribution channels, marketing strategy, market research, timeline, financial projections, competitive advantages and management team.
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Chile has high rates of obesity, overweight, sedentary behavior, and non-communicable diseases. To address these issues, Chile implemented several national food policies and plans. These include: 1) the Choose to Live Healthy national plan to promote healthy habits, 2) inclusion of obesity reduction targets in the National Health Strategy, 3) Acts establishing food composition limits, front-of-pack labeling, and marketing restrictions (Act 20.606), and 4) an Act taxing sugar-sweetened beverages (Act 20.780). The policies aim to improve food environments, leadership, monitoring, and multi-sector coordination to promote population nutrition and reduce health inequities.
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This is the powerpoint presentation to accompany the launch of the coauthored Dann and Dann monograph on social marketing. The powerpoint covers basics of social marketing, introduces a couple of models, and explains how social marketing can be used to improve government performance in delivering changes promised by policy, and delivered by changing individual behaviours
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This document provides an overview of topics to be covered in a marketing course, including segmenting, evaluating and selecting target audiences; establishing objectives and goals; and identifying barriers, benefits, competitive forces and influential others. It discusses 10 steps for social marketing and outlines key considerations for segmenting, evaluating and selecting target markets and audiences. The document emphasizes understanding target audiences by identifying barriers, benefits, competition and influential others they face in order to design an effective marketing strategy and objectives. Formative research is recommended to gain insights into these audience perspectives.
Material in slides 2-14 of this overview adapted from Prin
Material in slides 2-14 of this overview adapted from Principles
of Marketing. (2015). University of Minnesota Libraries Press.
https://open.lib.umn.edu/principlesmarketing/
Using Marketing Channels & Price to Create
Value for Customers
Where the offering is and how it is priced communicates value to the
customer
6.1 Marketing channels and channel partners
6.2 Typical marketing channels
6.3 Functions performed by channel partners
6.4 Marketing channel strategies
6.5 Channel dynamics
6.6 Demand planning and inventory control
6.7 Warehousing and transportation
6.8 The pricing framework and a firm’s pricing objectives
6.9 Factors that affect pricing decisions
Marketing channels and channel partners
Goal = get a product to the customer when, where and
how the customer wants it.
Requires cooperating channel partners (or intermediaries)
that actively promote and sell the product as it travels
through the channels to the end customer.
Typical marketing channels
• Two major types of channel systems
• Direct channel— from producer
to consumer with no
intermediaries (farmer’s market,
internet if direct from the
manufacturer)
• Indirect channel — Any number
of intermediaries between
producer and consumer
• Many products have multiple
channels
Question: Wouldn’t fewer intermediaries be more
efficient and effective to get products to consumer when,
where and how they want them?
Answer: Some large retailers have been able to own more
of the channels themselves (disintermediation).
But, the channel member functions have to be performed
by some firm, but one firm can perform more than one
channel functions.
Only include channel members that add value for the
customer.
Functions performed by channel partners
• Disseminating marketing communications and promote brands
• Push versus pull strategy
• Sorting and regrouping products
• Storing and managing inventory
• Distributing products
• Assume ownership risk and extend credit
• Share marketing and other information
Marketing channel strategies
Factors affecting the marketing channel strategy
decisions
• Type of customer
• Type of product
• Channel partner capabilities
• Business environment and technology
Channel integration
• Vertical marketing system — formal agreements to cooperate
• Conventional marketing system — no formal relationships, all
independent operators
• Horizontal marketing system — Two companies at same channel level
agree to cooperate (usually for compatible but non competing products)
Channels versus supply chains — supply chains are channels that includes
the firms involved in distributing the raw materials for manufacturing.
Value chain — another term for supply chain BUT acknowledges the value
adding role of the intermediary.
Factors that affect a product’s intensity of distribution
• intensive distribution = want to sell product in as
many outlets as possible
• selective distribution = s ...
Material in slides 2-14 of this overview adapted from Prin
Material in slides 2-14 of this overview adapted from Principles
of Marketing. (2015). University of Minnesota Libraries Press.
https://open.lib.umn.edu/principlesmarketing/
Using Marketing Channels & Price to Create
Value for Customers
Where the offering is and how it is priced communicates value to the
customer
6.1 Marketing channels and channel partners
6.2 Typical marketing channels
6.3 Functions performed by channel partners
6.4 Marketing channel strategies
6.5 Channel dynamics
6.6 Demand planning and inventory control
6.7 Warehousing and transportation
6.8 The pricing framework and a firm’s pricing objectives
6.9 Factors that affect pricing decisions
Marketing channels and channel partners
Goal = get a product to the customer when, where and
how the customer wants it.
Requires cooperating channel partners (or intermediaries)
that actively promote and sell the product as it travels
through the channels to the end customer.
Typical marketing channels
• Two major types of channel systems
• Direct channel— from producer
to consumer with no
intermediaries (farmer’s market,
internet if direct from the
manufacturer)
• Indirect channel — Any number
of intermediaries between
producer and consumer
• Many products have multiple
channels
Question: Wouldn’t fewer intermediaries be more
efficient and effective to get products to consumer when,
where and how they want them?
Answer: Some large retailers have been able to own more
of the channels themselves (disintermediation).
But, the channel member functions have to be performed
by some firm, but one firm can perform more than one
channel functions.
Only include channel members that add value for the
customer.
Functions performed by channel partners
• Disseminating marketing communications and promote brands
• Push versus pull strategy
• Sorting and regrouping products
• Storing and managing inventory
• Distributing products
• Assume ownership risk and extend credit
• Share marketing and other information
Marketing channel strategies
Factors affecting the marketing channel strategy
decisions
• Type of customer
• Type of product
• Channel partner capabilities
• Business environment and technology
Channel integration
• Vertical marketing system — formal agreements to cooperate
• Conventional marketing system — no formal relationships, all
independent operators
• Horizontal marketing system — Two companies at same channel level
agree to cooperate (usually for compatible but non competing products)
Channels versus supply chains — supply chains are channels that includes
the firms involved in distributing the raw materials for manufacturing.
Value chain — another term for supply chain BUT acknowledges the value
adding role of the intermediary.
Factors that affect a product’s intensity of distribution
• intensive distribution = want to sell product in as
many outlets as possible
• selective distribution = s ...
Material in slides 2 14 of this overview adapted from prin
The document discusses marketing channels and pricing strategies. It covers topics like typical marketing channels including direct and indirect channels. It also discusses functions of channel partners like promoting brands and distributing products. The document then talks about factors that affect pricing decisions like costs and competitors' prices. It provides examples of pricing strategies such as introductory, cost-plus, and promotional pricing.
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Material in slides 2-14 of this overview adapted from Prin
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留信网认证的作用:
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2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
办理(Sheffield毕业证书)谢菲尔德大学毕业证【微信：6496090 】外观非常简单，由纸质材料制成，上面印有校徽、校名、毕业生姓名、专业等信息。
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校徽：象征着学校的荣誉和传承。
校名:学校英文全称
授予学位：本部分将注明获得的具体学位名称。
毕业生姓名：这是最重要的信息之一，标志着该证书是由特定人员获得的。
颁发日期：这是毕业正式生效的时间，也代表着毕业生学业的结束。
其他信息：根据不同的专业和学位，可能会有一些特定的信息或章节。
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【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信：95270640】文凭即可
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留信网认证的作用:
1:该专业认证可证明留学生真实身份【微信：95270640】
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
→ 【关于价格问题（保证一手价格）
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
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校徽：象征着学校的荣誉和传承。
校名:学校英文全称
授予学位：本部分将注明获得的具体学位名称。
毕业生姓名：这是最重要的信息之一，标志着该证书是由特定人员获得的。
颁发日期：这是毕业正式生效的时间，也代表着毕业生学业的结束。
其他信息：根据不同的专业和学位，可能会有一些特定的信息或章节。
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Let’s start with the segment. What will be your marketing and brand positioning? It depends on what menu items you serve. What type of cooking methods and equipment will you use? GUEST EXPERIENCE = FACILITY (Space) DESIGN + MENU + SERVPOINTS™
W.H. Bender & Associates
408-784-7371
whb@whbender.com
www.whbender.com
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Presentation looks at the role , relevance and importance of built and natural heritage, issues faced by heritage in the Indian context and options which can be leveraged to preserve and conserve the heritage.It also lists the challenges faced by the heritage due to rapid urbanisation, land speculation and commercialisation in the urban areas. In addition, ppt lays down the roadmap for the preservation, conservation and making value addition to the available heritage by making it integral part of the planning , designing and management of the human settlements.
按照学校原版(KCL文凭证书)伦敦国王学院毕业证快速办理
学校原版办理【(KCL毕业证书)伦敦国王学院毕业证】【176555708微信号】电子版成绩单成绩单、外壳、offer、留信学历认证（永久存档真实可查）采用学校原版纸张、特殊工艺完全按照原版一比一制作（包括：隐形水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠，文字图案浮雕，激光镭射，紫外荧光，温感，复印防伪）行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备，十五年致力于帮助留学生解决难题，业务范围有加拿大、英国、澳洲、韩国、美国、新加坡，新西兰等学历材料，包您满意。
【我们承诺采用的是学校原版纸张（纸质、底色、纹路），我们拥有全套进口原装设备，特殊工艺都是采用不同机器制作，仿真度基本可以达到100%，所有工艺效果都可提前给客户展示，不满意可以根据客户要求进行调整，直到满意为止！】
【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信176555708】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信176555708】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
留信网服务项目：
1、留学生专业人才库服务（留信分析）
2、国（境）学习人员提供就业推荐信服务
3、留学人员区块链存储服务
→ 【关于价格问题（保证一手价格）】
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：客户在留信官方认证查询网站查询到认证通过结果后付款，不成功不收费！
快速办理(Adelaide毕业证书)阿德莱德大学毕业证文凭证书一模一样
学校原件一模一样【微信：741003700 】《(Adelaide毕业证书)阿德莱德大学毕业证文凭证书》【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原。
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
【主营项目】
一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
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Health on the Shelf
- 1. Presented by Phebe Gibson Policy Analyst March 4, 2015 Health on the Shelf: Healthy Corner Store Initiatives
- 2. Hi
- 3. We partner with state and local leaders to improve health in communities, especially the underserved. We research legal and policy questions, draft policy language, and train community leaders to put these ideas to work.
- 5. agenda • Overview of retail environments • Program to policy spectrum • Healthy food retail certification program
- 6. Which retail environment? Small Stores
- 7. Which retail environment? Pop-Up RetailSmall Stores Grocery/ Supermarket
- 8. Learn about retail strategies Work with a couple stores (pilot) Run a healthy food retailer program Think about retailer policy Implement retailer policy
- 9. Learn about retail strategies Worg with a couple stores (pilot) Run a healthy food retailer program Think about retailer policy Implement retailer policy PROGRAM POLICY
- 10. Program vs. Policy • Pilot ideas + learning • Small reach • Vulnerable when budgets are tight or agency officials change • Need fewer resources • Greater reach • Institutionalize ideas for the longterm • Require readiness Learn about retail strategies Work with a couple stores (pilot) Operate a healthy food retailer program Think about retailer policy Implement retailer policy PROGRAM POLICY
- 11. Program vs. Policy • Pilot ideas + learning • Small reach • Vulnerable when budgets are tight or agency officials change • Need fewer resources • Greater reach • Institutionalize ideas for the longterm • Require readiness Learn about retail strategies Work with a couple stores (pilot) Operate a healthy food retailer program Think about retailer policy Implement retailer policy PROGRAM POLICY
- 13. ideal food retail environment start How will you get there? Learning about retail strategies Working w/ one or two stores Running a healthy food retailer program Thinking about retailer policy Implementing retailer policy ???
- 15. Learn about retail strategies Work with a couple stores (pilot) Run a healthy food retailer program Think about retailer policy Implement retailer policy PROGRAM POLICY certification program
- 16. Learn about retail strategies Work with a couple stores (pilot) Run a healthy food retailer program Think about retailer policy Implement retailer policy PROGRAM POLICY certification program
- 17. What are the elements of a strong certification program?
- 18. What are the elements of a strong certification program? SCOPE
- 19. Photo: Pitt County Corner Store Initiative Example: Pitt County Corner Store Initiative
- 20. Example: Eat Fresh Live Well (Toledo-Lucas County, Ohio)
- 21. What are the elements of a strong recognition program? STANDARDSSCOPE
- 22. Example: St. Louis Healthy Corner Store Project
- 23. What are the elements of a strong certification program? STANDARDS INCENTIVESSCOPE
- 24. Example: Louisville Healthy in a Hurry Program
- 25. Example: St. Louis Healthy Corner Store Photo: http://extension.missouri.edu/stlouis/documents/STL_Healthy_Corner_Store_Resource_Guide.pdf
- 26. Example: Eat Fresh Live Well (Toledo-Lucas County, Ohio)
- 27. Photo: Network for a Healthy California Example: Network for a Healthy California
- 30. What are the elements of a strong certification program? STANDARDS INCENTIVES ENFORCEMENTSCOPE
- 31. Example: Spokane Healthy Corner Stores
- 32. What are the elements of a strong certification program? STANDARDS INCENTIVES ENFORCEMENTSCOPE
- 36. Choose storeowners carefully Create a customizable program Know what you don’t know Best practices Increase supply AND demand Be realistic about your capacity
- 38. Photo: CC/Wikipedia Healthy retail is just one piece of the puzzle
- 40. Healthy Food Retail Policies changelabsolutions.org
- 41. Thank you! Phebe Gibson pgibson@changelabsolutions.org changelabsolutions.org © 2015 ChangeLab Solutions This material cannot be copied or reproduced without permission.