1. Company Pages allow companies to showcase their brand, products, jobs and culture to attract professionals and build awareness.
2. Marketing Solutions outlines the requirements for creating a Company Page and walks through setting up key sections like the Overview tab, Products & Services tab, and publishing updates.
3. Company Pages provide analytics that help admins understand who is engaging with their page and targeted updates, allowing companies to communicate directly with followers based on attributes like language, geography, industry and job function.
This document provides instructions for setting up and managing a company page on LinkedIn. It discusses the key elements of a company page including the overview tab, products and services tab, and product detail pages. It outlines the requirements to create a company page and walks through adding the company, populating the overview tab, adding products and services, sending status updates, and accessing analytics. The goal is to help companies effectively represent themselves and communicate with followers on LinkedIn's company page platform.
This document provides information about three experts - Mark Hollyoake, John Graham, and Chris Benham - and their experience in customer experience, design, and retail performance improvement, respectively. It discusses developing customer experiences at three levels to exceed expectations, meet basic needs, or provide a competitive advantage. The document also outlines developing an engaging work environment through improving work climate, team performance, and employee engagement, satisfaction and commitment.
The document describes two models used to measure the brand equity of HP:
1. A variation of Aaker's Brand Equity Ten model, which compares HP to competitors on 11 attributes. HP scored lowest on willingness to recommend, value for money, and quality.
2. A multi-attribute regression model relating brand equity pillars like loyalty and premium to attributes. Regression analysis found HP scores lower on loyalty due to quality and service issues. However, HP is seen as a leveragable brand that could extend to other sectors.
Both models show HP has opportunities to improve brand equity by focusing on after-sales service, product quality and value to build stronger loyalty and command higher prices. Extending the brand
The document provides guidelines for using GE's brand architecture and visual identity elements like the Monogram and tagline in B2B print advertising. It describes the proper uses, placements, and relationships between the brand architecture components, Monogram, and tagline lockup. The guidelines are intended to ensure GE's brand remains consistently expressed across print advertising applications.
This document discusses different brand architecture strategies that industrial manufacturing companies can employ, including branded house, house of brands, and hybrid approaches. It provides examples of how large companies like GE, Emerson, UTC, Altra, and Textron structure their brands at the corporate, business, and product levels. It also outlines three levels of operational depth that organizations can align to - marketing categories, sales/solution categories, and operational categories. The document is intended to help companies consider alternatives and go-to-market implications for structuring their brand portfolio.
The survey of 259 product managers in Sweden yielded three main conclusions:
1. Product management is becoming more strategic and market-oriented, with an increased focus on sales and marketing over the last three years.
2. The organization of product management, such as whether it reports to development or marketing, has a significant impact on how the role has changed within companies.
3. Overall, product management is growing in importance and size within most companies, with 61% of respondents saying it has increased over the last three years, though some differences were seen depending on reporting structure.
This investor presentation provides an overview of Multiplus S.A., a leading loyalty coalition network in Brazil. Key highlights include:
1) Multiplus has over 7 million members and partnerships with 125 companies across multiple industries.
2) Multiplus has a unique business model that is scalable with low capital requirements and generates recurring free cash flow and high margins.
3) Recent financial results show growth in gross billings, revenues, EBITDA and net income compared to prior periods.
Business Add-Ins (BADIs) allow standard SAP programs to be quickly adapted to specific company needs without modifying the core code. BADIs define custom logic that is called from SAP programs. The document reviews BADIs and their benefits, describes how to find and view existing BADIs, and outlines the steps to implement a BADI, including creating an implementation, writing custom code for the BADI method, and activating the implementation. It provides an example of using a BADI to implement indirect employee allowance valuation formulas.
This document provides instructions for setting up and managing a company page on LinkedIn. It discusses the key elements of a company page including the overview tab, products and services tab, and product detail pages. It outlines the requirements to create a company page and walks through adding the company, populating the overview tab, adding products and services, sending status updates, and accessing analytics. The goal is to help companies effectively represent themselves and communicate with followers on LinkedIn's company page platform.
This document provides information about three experts - Mark Hollyoake, John Graham, and Chris Benham - and their experience in customer experience, design, and retail performance improvement, respectively. It discusses developing customer experiences at three levels to exceed expectations, meet basic needs, or provide a competitive advantage. The document also outlines developing an engaging work environment through improving work climate, team performance, and employee engagement, satisfaction and commitment.
The document describes two models used to measure the brand equity of HP:
1. A variation of Aaker's Brand Equity Ten model, which compares HP to competitors on 11 attributes. HP scored lowest on willingness to recommend, value for money, and quality.
2. A multi-attribute regression model relating brand equity pillars like loyalty and premium to attributes. Regression analysis found HP scores lower on loyalty due to quality and service issues. However, HP is seen as a leveragable brand that could extend to other sectors.
Both models show HP has opportunities to improve brand equity by focusing on after-sales service, product quality and value to build stronger loyalty and command higher prices. Extending the brand
The document provides guidelines for using GE's brand architecture and visual identity elements like the Monogram and tagline in B2B print advertising. It describes the proper uses, placements, and relationships between the brand architecture components, Monogram, and tagline lockup. The guidelines are intended to ensure GE's brand remains consistently expressed across print advertising applications.
This document discusses different brand architecture strategies that industrial manufacturing companies can employ, including branded house, house of brands, and hybrid approaches. It provides examples of how large companies like GE, Emerson, UTC, Altra, and Textron structure their brands at the corporate, business, and product levels. It also outlines three levels of operational depth that organizations can align to - marketing categories, sales/solution categories, and operational categories. The document is intended to help companies consider alternatives and go-to-market implications for structuring their brand portfolio.
The survey of 259 product managers in Sweden yielded three main conclusions:
1. Product management is becoming more strategic and market-oriented, with an increased focus on sales and marketing over the last three years.
2. The organization of product management, such as whether it reports to development or marketing, has a significant impact on how the role has changed within companies.
3. Overall, product management is growing in importance and size within most companies, with 61% of respondents saying it has increased over the last three years, though some differences were seen depending on reporting structure.
This investor presentation provides an overview of Multiplus S.A., a leading loyalty coalition network in Brazil. Key highlights include:
1) Multiplus has over 7 million members and partnerships with 125 companies across multiple industries.
2) Multiplus has a unique business model that is scalable with low capital requirements and generates recurring free cash flow and high margins.
3) Recent financial results show growth in gross billings, revenues, EBITDA and net income compared to prior periods.
Business Add-Ins (BADIs) allow standard SAP programs to be quickly adapted to specific company needs without modifying the core code. BADIs define custom logic that is called from SAP programs. The document reviews BADIs and their benefits, describes how to find and view existing BADIs, and outlines the steps to implement a BADI, including creating an implementation, writing custom code for the BADI method, and activating the implementation. It provides an example of using a BADI to implement indirect employee allowance valuation formulas.
Global training and consulting firm FranklinCovey Co. and global retailer FranklinCovey Products saved over $500,000 by using a Microsoft Enterprise Agreement and Hyper-V virtualization. They created separate virtual environments for each company's operations on Windows Server 2008 Datacenter with Hyper-V. FranklinCovey Co. saved over $500,000 and FranklinCovey Products saved $150,000 on call center setup costs and over $90,000 on hardware and licensing. Both companies reduced software testing time by 70% and expedited deployment with Software Assurance benefits.
The document discusses strategic brand management and defines what a brand is, the benefits of branding for consumers and manufacturers, how branding can be done for different types of products and services, challenges in branding, how to build brand equity, and the role of a brand or product manager.
The document outlines a branding style that includes:
1) Analyzing corporate objectives, opportunities, and existing/proposed brands.
2) Developing brand propositions, names, and mission statements through a creative brief and process.
3) Testing brands with consumers and analyzing the competitive environment.
The goal is to create profitable and sustainable wine brands.
Design developement For Portfolio Management AppsAbhilash Mishra
The document describes requirements for a portfolio management application. It needs to allow marketing teams to author case studies, group them into portfolios, and share portfolios with clients via a mobile app. Key features include authoring case studies, grouping studies into portfolios, browsing portfolios, and getting client feedback. Users will include marketing staff, project leads, and clients. The app will help marketing share customized portfolios and see how clients engage with different case studies.
Branding Banks For Shareholder Value 4.0 Why Brand BanksGeoffrey Johns
The fourth in a series of papers tracing the path from customer perceotions to shareholder value in banking. This one deals with the value of a brand to banks.
Sales & Marketing Revitalizing the Value Proposition, Keith O'Brien, Frost & ...Corporate Visions
The document summarizes Kronos' efforts to revitalize its marketing and sales value proposition through better alignment between its marketing and sales organizations. Key activities included assessing Kronos' existing value proposition, developing a new value proposition focused on addressing customers' critical business issues, translating this into new sales messaging, and ensuring adoption of the new messaging by the entire sales force. This included workshops, developing customized messages and materials, and establishing sales and marketing leadership councils. The goal was to differentiate Kronos' offerings and address slowing product growth.
This document outlines the branding process for a wine company in 3 stages:
1. Analyze corporate objectives, opportunities, and the competitive environment to confirm the existing or proposed brand strategy.
2. Develop the brand proposition, name, and mission statement, and test consumer reactions to the brand and liquid.
3. Create the liquid proposition by sourcing ingredients, defining the quality, style and blending to build a profitable and sustainable wine brand.
The document provides a flowchart outlining the branding process for wine brands. It begins with establishing corporate objectives and capabilities through an opportunity analysis and brand audit to confirm the existing or proposed liquid, name, design positioning and price. Consumer testing of the brand and/or liquid is conducted. Creative brand and liquid concepts are then developed from a creative brief. Finally, the brand proposition and name are created to be unique, along with developing the liquid proposition by sourcing quality, style and blending. The liquid and brand propositions aim to be profitable and sustainable wine brands. Competitive environment analysis and consumer insights help identify the target audience's needs and wants throughout the process.
The document provides a flowchart outlining the branding process for wine brands. It begins with establishing corporate objectives and capabilities through an opportunity analysis and brand audit to confirm the existing or proposed liquid, name, design positioning and price. Consumer testing of the brand and/or liquid is conducted. A profitable and sustainable wine brand is developed through creative branding of the liquid and identifying target consumers' needs and wants from consumer insights. Finally, the brand proposition, name, and mission statement are created, as well as the liquid proposition by sourcing quality style and blending. Competitive environment analysis and benchmarking also inform the process.
The document provides a flowchart outlining the branding process for wine brands. It begins with understanding corporate objectives and capabilities through opportunity analysis and brand audits. Consumer testing of brands and liquids helps inform the development of profitable and sustainable wine brand propositions through creative briefs. This leads to creating brand names, propositions, and liquid sourcing that are unique in character and mission. Competitive environment analysis and consumer insights feed into targeting the right audience. The process aims to develop brands through communication, PR, and sales tailored for trade and consumers.
The document provides a flowchart outlining the branding process for wine brands. It begins with understanding corporate objectives and capabilities through opportunity analysis and brand audits. Consumer testing of brands and liquids helps inform the development of profitable and sustainable wine brand propositions through creative briefs. This leads to creating brand names, propositions, and liquid sourcing based on quality, style and blending. Competitive environment analysis and consumer insights feed into refining the brand character, mission and positioning. Communication, PR and sales then promote the brand to trade and consumers.
The document provides a flowchart outlining the branding process for wine brands. It begins with establishing corporate objectives and capabilities through an opportunity analysis and brand audit to confirm the existing or proposed brand positioning. Consumer testing of the brand and liquid is then conducted. Creative development involves creating a brand proposition, name, and mission statement as well as developing the liquid profile through sourcing, quality, style, and blending. A profitable and sustainable brand is the goal. Competitive analysis and consumer insights help identify the target audience's needs and wants.
The document provides a flowchart outlining the branding process for wine brands. It begins with understanding corporate objectives and capabilities through opportunity analysis and brand audits. Consumer testing of brands and liquids helps inform the development of profitable and sustainable wine brand propositions through creative briefs. This leads to creating brand names, propositions, and liquid sourcing based on quality, style and blending. Competitive environment analysis and consumer insights feed into refining the brand character, mission and positioning. Communication, PR and sales then promote the brand to trade and consumers.
The document provides a flowchart outlining the branding process for wine brands. It begins with understanding corporate objectives and capabilities through opportunity analysis and brand audits. Consumer testing of brands and liquids helps inform the development of profitable and sustainable wine brand propositions through creative briefs. This leads to creating brand names, propositions, and liquid sourcing based on quality, style and blending. Competitive environment analysis and consumer insights feed into refining the brand character, mission and positioning. Communication, PR and sales then promote the brand to trade and consumers.
The document provides a flowchart outlining the branding process for wine brands. It begins with establishing corporate objectives and capabilities through an opportunity analysis and brand audit to confirm the existing or proposed brand positioning. Consumer testing of the brand and liquid is then conducted. Creative development involves creating a brand proposition, name, and mission statement as well as developing the liquid profile through sourcing, quality, style, and blending. A profitable and sustainable brand is the goal. Competitive analysis and consumer insights help identify the target audience's needs and wants.
This document provides tips and best practices for using LinkedIn effectively. It recommends completing your profile with details about work experience, skills, education, and interests. It also suggests connecting with colleagues and companies, sharing relevant content, and growing your professional network by inviting connections and joining groups. The document outlines how to use LinkedIn for business purposes through company pages, content marketing instead of direct sales pitches, job postings, and advertising options. It emphasizes measuring engagement to understand your audience and competitors.
This document provides an overview and summary of LinkedIn's marketing solutions and audience data. Some key points:
- LinkedIn has a large global professional network with over 277 million monthly unique visitors and growing membership of over 2 new members per second.
- The platform provides benefits to both members and marketers. Members can build their professional identity, network, and gain industry insights, while marketers can precisely target relevant professional audiences.
- LinkedIn offers various advertising and content marketing solutions like display ads, sponsored updates, slideshare ads and more to help brands effectively engage with professionals on the platform.
- Detailed data and targeting options allow marketers to define their audience based on professional criteria like job title
Linkedin pour les entreprises guide 2015
Dans cette présentation, vous comprendrez comment créer la présence et animer la page Linkedin de votre entreprise dans une démarche marketing BtoB.
Vous aurez tous les outils pour créer votre présence, pour produire le contenu de votre page, pour le médiatiser et pour suivre et optimiser vos performances marketing BtoB.
Tutoriel d'utilisation de LinkedIn, réseaux social professionnel.
Découvrez comment configurer votre profil, gérer une page entreprise et bien d'autres actuces.
15 Tips for Compelling Company Updates on LinkedInLinkedIn
LinkedIn has evolved into a platform for content marketing. With more than 225 million members worldwide, professionals are using LinkedIn to become great at what they do by seeking and sharing insights. On LinkedIn, marketers are able to build relationships with professionals by using accurate targeting to share relevant content. LinkedIn Company Updates, shared from your Company Page, are a powerful way to reach professionals with relevant content across devices. We’ve created these 15 tips for compelling company updates to help you drive better results.
For more about content marketing on LinkedIn, visit http://lnkd.in/LIContentMarketing
This document provides instructions for setting up a company page on LinkedIn. It discusses the key elements of a company page including the overview tab, products & services tab, and product pages. It outlines the requirements to create a company page, such as being a company employee with a company email address. The steps to set up a company page are then described in detail, including how to populate the overview tab with information about the company and how to add products & services. Additional customization options are also mentioned, such as creating multiple views of the page for different audiences.
Global training and consulting firm FranklinCovey Co. and global retailer FranklinCovey Products saved over $500,000 by using a Microsoft Enterprise Agreement and Hyper-V virtualization. They created separate virtual environments for each company's operations on Windows Server 2008 Datacenter with Hyper-V. FranklinCovey Co. saved over $500,000 and FranklinCovey Products saved $150,000 on call center setup costs and over $90,000 on hardware and licensing. Both companies reduced software testing time by 70% and expedited deployment with Software Assurance benefits.
The document discusses strategic brand management and defines what a brand is, the benefits of branding for consumers and manufacturers, how branding can be done for different types of products and services, challenges in branding, how to build brand equity, and the role of a brand or product manager.
The document outlines a branding style that includes:
1) Analyzing corporate objectives, opportunities, and existing/proposed brands.
2) Developing brand propositions, names, and mission statements through a creative brief and process.
3) Testing brands with consumers and analyzing the competitive environment.
The goal is to create profitable and sustainable wine brands.
Design developement For Portfolio Management AppsAbhilash Mishra
The document describes requirements for a portfolio management application. It needs to allow marketing teams to author case studies, group them into portfolios, and share portfolios with clients via a mobile app. Key features include authoring case studies, grouping studies into portfolios, browsing portfolios, and getting client feedback. Users will include marketing staff, project leads, and clients. The app will help marketing share customized portfolios and see how clients engage with different case studies.
Branding Banks For Shareholder Value 4.0 Why Brand BanksGeoffrey Johns
The fourth in a series of papers tracing the path from customer perceotions to shareholder value in banking. This one deals with the value of a brand to banks.
Sales & Marketing Revitalizing the Value Proposition, Keith O'Brien, Frost & ...Corporate Visions
The document summarizes Kronos' efforts to revitalize its marketing and sales value proposition through better alignment between its marketing and sales organizations. Key activities included assessing Kronos' existing value proposition, developing a new value proposition focused on addressing customers' critical business issues, translating this into new sales messaging, and ensuring adoption of the new messaging by the entire sales force. This included workshops, developing customized messages and materials, and establishing sales and marketing leadership councils. The goal was to differentiate Kronos' offerings and address slowing product growth.
This document outlines the branding process for a wine company in 3 stages:
1. Analyze corporate objectives, opportunities, and the competitive environment to confirm the existing or proposed brand strategy.
2. Develop the brand proposition, name, and mission statement, and test consumer reactions to the brand and liquid.
3. Create the liquid proposition by sourcing ingredients, defining the quality, style and blending to build a profitable and sustainable wine brand.
The document provides a flowchart outlining the branding process for wine brands. It begins with establishing corporate objectives and capabilities through an opportunity analysis and brand audit to confirm the existing or proposed liquid, name, design positioning and price. Consumer testing of the brand and/or liquid is conducted. Creative brand and liquid concepts are then developed from a creative brief. Finally, the brand proposition and name are created to be unique, along with developing the liquid proposition by sourcing quality, style and blending. The liquid and brand propositions aim to be profitable and sustainable wine brands. Competitive environment analysis and consumer insights help identify the target audience's needs and wants throughout the process.
The document provides a flowchart outlining the branding process for wine brands. It begins with establishing corporate objectives and capabilities through an opportunity analysis and brand audit to confirm the existing or proposed liquid, name, design positioning and price. Consumer testing of the brand and/or liquid is conducted. A profitable and sustainable wine brand is developed through creative branding of the liquid and identifying target consumers' needs and wants from consumer insights. Finally, the brand proposition, name, and mission statement are created, as well as the liquid proposition by sourcing quality style and blending. Competitive environment analysis and benchmarking also inform the process.
The document provides a flowchart outlining the branding process for wine brands. It begins with understanding corporate objectives and capabilities through opportunity analysis and brand audits. Consumer testing of brands and liquids helps inform the development of profitable and sustainable wine brand propositions through creative briefs. This leads to creating brand names, propositions, and liquid sourcing that are unique in character and mission. Competitive environment analysis and consumer insights feed into targeting the right audience. The process aims to develop brands through communication, PR, and sales tailored for trade and consumers.
The document provides a flowchart outlining the branding process for wine brands. It begins with understanding corporate objectives and capabilities through opportunity analysis and brand audits. Consumer testing of brands and liquids helps inform the development of profitable and sustainable wine brand propositions through creative briefs. This leads to creating brand names, propositions, and liquid sourcing based on quality, style and blending. Competitive environment analysis and consumer insights feed into refining the brand character, mission and positioning. Communication, PR and sales then promote the brand to trade and consumers.
The document provides a flowchart outlining the branding process for wine brands. It begins with establishing corporate objectives and capabilities through an opportunity analysis and brand audit to confirm the existing or proposed brand positioning. Consumer testing of the brand and liquid is then conducted. Creative development involves creating a brand proposition, name, and mission statement as well as developing the liquid profile through sourcing, quality, style, and blending. A profitable and sustainable brand is the goal. Competitive analysis and consumer insights help identify the target audience's needs and wants.
The document provides a flowchart outlining the branding process for wine brands. It begins with understanding corporate objectives and capabilities through opportunity analysis and brand audits. Consumer testing of brands and liquids helps inform the development of profitable and sustainable wine brand propositions through creative briefs. This leads to creating brand names, propositions, and liquid sourcing based on quality, style and blending. Competitive environment analysis and consumer insights feed into refining the brand character, mission and positioning. Communication, PR and sales then promote the brand to trade and consumers.
The document provides a flowchart outlining the branding process for wine brands. It begins with understanding corporate objectives and capabilities through opportunity analysis and brand audits. Consumer testing of brands and liquids helps inform the development of profitable and sustainable wine brand propositions through creative briefs. This leads to creating brand names, propositions, and liquid sourcing based on quality, style and blending. Competitive environment analysis and consumer insights feed into refining the brand character, mission and positioning. Communication, PR and sales then promote the brand to trade and consumers.
The document provides a flowchart outlining the branding process for wine brands. It begins with establishing corporate objectives and capabilities through an opportunity analysis and brand audit to confirm the existing or proposed brand positioning. Consumer testing of the brand and liquid is then conducted. Creative development involves creating a brand proposition, name, and mission statement as well as developing the liquid profile through sourcing, quality, style, and blending. A profitable and sustainable brand is the goal. Competitive analysis and consumer insights help identify the target audience's needs and wants.
This document provides tips and best practices for using LinkedIn effectively. It recommends completing your profile with details about work experience, skills, education, and interests. It also suggests connecting with colleagues and companies, sharing relevant content, and growing your professional network by inviting connections and joining groups. The document outlines how to use LinkedIn for business purposes through company pages, content marketing instead of direct sales pitches, job postings, and advertising options. It emphasizes measuring engagement to understand your audience and competitors.
This document provides an overview and summary of LinkedIn's marketing solutions and audience data. Some key points:
- LinkedIn has a large global professional network with over 277 million monthly unique visitors and growing membership of over 2 new members per second.
- The platform provides benefits to both members and marketers. Members can build their professional identity, network, and gain industry insights, while marketers can precisely target relevant professional audiences.
- LinkedIn offers various advertising and content marketing solutions like display ads, sponsored updates, slideshare ads and more to help brands effectively engage with professionals on the platform.
- Detailed data and targeting options allow marketers to define their audience based on professional criteria like job title
Linkedin pour les entreprises guide 2015
Dans cette présentation, vous comprendrez comment créer la présence et animer la page Linkedin de votre entreprise dans une démarche marketing BtoB.
Vous aurez tous les outils pour créer votre présence, pour produire le contenu de votre page, pour le médiatiser et pour suivre et optimiser vos performances marketing BtoB.
Tutoriel d'utilisation de LinkedIn, réseaux social professionnel.
Découvrez comment configurer votre profil, gérer une page entreprise et bien d'autres actuces.
15 Tips for Compelling Company Updates on LinkedInLinkedIn
LinkedIn has evolved into a platform for content marketing. With more than 225 million members worldwide, professionals are using LinkedIn to become great at what they do by seeking and sharing insights. On LinkedIn, marketers are able to build relationships with professionals by using accurate targeting to share relevant content. LinkedIn Company Updates, shared from your Company Page, are a powerful way to reach professionals with relevant content across devices. We’ve created these 15 tips for compelling company updates to help you drive better results.
For more about content marketing on LinkedIn, visit http://lnkd.in/LIContentMarketing
This document provides instructions for setting up a company page on LinkedIn. It discusses the key elements of a company page including the overview tab, products & services tab, and product pages. It outlines the requirements to create a company page, such as being a company employee with a company email address. The steps to set up a company page are then described in detail, including how to populate the overview tab with information about the company and how to add products & services. Additional customization options are also mentioned, such as creating multiple views of the page for different audiences.
This webinar discussed specialization programs in the technology industry. It explored when specializations are important for channel strategies, how to measure their value, and challenges in launching and managing them. Key points included:
- Specializations are most useful when a vendor's portfolio grows broad, to help partners focus, or when a vendor needs to expand into new markets using partner skills.
- It is difficult to get partners, especially small ones, to invest in specializations due to barriers like staffing and unclear ROI within the first year.
- Programs are best structured to drive mutual value when requirements are aligned between the vendor, partners, and end customers.
- Pitfalls include misaligned expectations between
This webinar discussed specialization programs in the technology industry. It explored when specializations are important for channel strategies, how to measure their value, and challenges in launching and managing them. Key points included:
- Specializations are most useful when a vendor's portfolio grows broad, channel conflict increases, or a vendor needs to expand into new markets.
- Value is measured through incremental revenue/profit for partners and increased market share for vendors, but it is difficult to achieve ROI within the first year for partners.
- Launching a program requires defining clear value for end users, partners, and vendors while ensuring internal alignment. Managing one requires addressing partner capacity and misaligned expectations.
Components Of A Successful Personal Brand CampaignEdward Phelps
The document outlines the essential components of a successful personal branding and marketing campaign, including setting up online infrastructure like a website, email marketing, and social media accounts. It recommends using WordPress for website development and lists 20 online marketing essentials to cover, such as designing website content, enabling online payments, blogging, and using social media. The goals of the personal branding and marketing campaign are to establish a strong brand identity and online presence, engage in consistent sales activities, and build an actionable database of prospects.
The document discusses the importance of alignment between suppliers and their business partners. It argues that suppliers often rely on business partners to execute their strategies locally but lack full alignment, constraining their potential. The author proposes a framework with five key elements to improve alignment: 1) having a common destination, 2) clarity on how the system works, 3) supporting processes, 4) identifying market opportunities, and 5) building trust. Alignment requires shared goals, strategies, data, and incentives to maximize joint success.
The document discusses the importance of alignment between suppliers and their business partners. It argues that suppliers often rely on business partners to execute their strategies locally but lack full alignment, constraining their potential. The author proposes a framework with five key elements to improve alignment: 1) having a common destination, 2) clarity on how the system works, 3) supporting processes, 4) identifying market opportunities, and 5) building trust. Alignment requires shared goals, strategies, data, and incentives to maximize joint success.
Challenges in Creating Professional Services in a Software Development Organi...Jeff Korn
Companies are increasingly finding it difficult to build in added value services to their organizations because of perceived costs, lack of available staff, difficulties with scaling, and most importantly a customer base that more and more devalues these services.
Companies also struggle with how to build viable teams once a need has been determined.
In this presentation, you’ll learn about service options, and the base for team growth for services.
Additional presentations discuss building a services team.
The document provides an overview of marketing management strategies including:
1) Developing a branding strategy through positioning mapping, brand auditing, and rebranding if needed.
2) Creating a strategic marketing plan to help determine goals, objectives, and strategies to target segments as an indirect competitor.
3) Establishing a mission and strategizing marketing channels like content, social media, email, and blogs to reach objectives and target audiences.
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This document summarizes a webinar about managing specialization programs. It discusses how specializations can help partners focus their skills and differentiate themselves. However, partners must see a return on investment for their specialization efforts. The webinar addressed challenges in getting partners to invest in specializations and how to structure programs to provide value for both partners and vendors. It also highlighted potential pitfalls for vendors in launching and managing specialization programs.
This document summarizes an entrepreneurship program that teaches strategies for business success. It includes chapters on pricing, vision, mission, strategy, and marketing. Participants will learn principles for success, including how to think like an entrepreneur by focusing on customer problems rather than themselves. Completing the program and its worksheets will help users develop a strategy to write a successful business plan.
Presented by:
Melissa McCready (CRM Happy)
Carly Guarcello (Joyent, Inc.)
(Sponsored by ReachForce)
What are the best practices for tradeshow/event management using Marketo? Are you sending a pre-show invite to your booth including a link to your post-show webinar? How are you managing the tradeshow where you can report on ROI? How are those leads being passed to sales to effectively work? Learn from customers who have perfected the pre and post-show best practices on when to send, what to send, setting up a webinar using Marketo, and how to set up the processes up in a way to capture quality information to then pass to sales to increase your tradeshow pre and post-show activities.
This document proposes a branding strategy for Information Clearinghouse Inc. and its subsidiaries. It discusses four branding concepts: corporate branding, master branding, product branding, and reflective branding. Design concepts and logos are presented for each approach. The document also covers branding elements, taglines, branding processes, and alternative logo designs for review. The goal is to establish a cohesive visual identity and branding strategy to build equity across all divisions.
Gamification can greatly enhance companies' ability to meet their business goals, but they must first define their objective, identify the brand mission, determine gaming components and create an effective design.
Gamification can be used to motivate behaviors that help achieve business objectives. Key elements of a successful gamification program include:
1) Defining a clear business objective.
2) Establishing a brand mission outlining related tasks to fulfill the objective.
3) Incorporating game mechanics like badges, challenges, and leaderboards to engage users.
4) Careful attention to the overall program design from user interface to rewards.
When applied properly with an end-to-end view tying these elements together, gamification can improve processes like boosting customer service call rates at a call center.
VDS was facing difficulties growing its Product Data Management (PDM) division. It hired two experts, Fred and Bill, but sales remained low. Fred believed more software development and sales support was needed, while Bill said integration with CAD was lacking. The document analyzes issues like lack of resources and awareness, and recommends treating PDM as a separate business unit and developing introductory software to lower consulting costs and boost sales.
5 Steps to Promote Your Brand on LinkedInAlicia Tyree
The 5-step document outlines how to successfully market a brand on LinkedIn. It includes:
1) Setting up a company page to tell your brand's story, showcase offerings, and reach mobile audiences.
2) Developing unique, sourced, and linked content that is informative for members.
3) Structuring status updates to post daily with links to engage followers.
4) Leveraging current followers and communities to amplify messaging.
5) Analyzing follower growth and status update performance for insights to refine strategies.
The document discusses New Business Media (NBM), a digital marketing initiative launched by BFG Corporation to help organizations in professional education, B2B, and B2C sectors. It provides an overview of BFG Corporation and its services including NBM, Marketing Process Outsourcing, and Industry Interface Program. NBM utilizes content, social media, websites, and other digital channels to generate leads and revenue in a more effective and measurable way than traditional marketing.
El documento contiene texto en polaco que es difícil de entender. Habla sobre una organización llamada S Ca C M que parece brindar servicios de resumen y traducción. También menciona a otra entidad llamada F cb o que parece estar relacionada.
Najnowsze technologie i narzędzia wykorzystywane w procesie kształtowania ma...Marcin Czajka
Najnowsze technologie i narzędzia wykorzystywane w procesie kształtowania marki pracodawcy | Employer Branding Management Summit 2013. Zbiór case studies, część przykładów kampanii zrealizowanych przez GravityAd - social communication.
Social Media & Mobile.
Prezentacja Gravity.ad (www.gravityad.pl) dotycząca działań dla B2B w LinkedIn, w Polsce.
Część przykładów pochodzi od firm: BAN, ThinkKong (case studies).
Prezentacja ogólna, prezentująca możliwości reklamowe LinkedIn.
Marcin Czajka
5. Requirements
You can add a new Company Page or edit the existing Company Page only if
you meet all of the following requirements:
1. You are a current company employee AND your position is on your profile
2. A company email address is one of the confirmed email addresses on your
LI account
3. You associate your profile with the RIGHT company. You must click on a
name from our company name dropdown list when you edit or add a
position on your profile
4. Your company‟s email domain is unique to the company
Note: Common email domains like yahoo.com, gmail.com, and hotmail.com
can't be used when creating a company page because they're not unique to
an individual company.
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6. Step 1: Adding a Company
Click „Companies‟
on top nav
Click „Add a
Company‟ from
Companies Page
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7. Step 2: Populate Overview Tab
1. Select Language
7
2. Designate Admins
1 1. select up to 25 individual connections as admins
or grant permissions to all employees with your
company email domain
2
3. Upload an hero image
1. PNG, JPEG, or GIF; max size 2 MB.
2. Image sizes 646x220 and 50x50 pixels
3 4. Upload Logo
1. PNG, JPEG, or GIF; max size 2 MB.
2. Note: Image will be resized to fit 100x60 pixels
5. Add Company Description
4 6. Add Specialties
7. Fill out Company Specifics
1. Company Type
5
2. Company Size
3. Company URL
4. Industry
6 5. Operating Status
6. Year Founded
7. Company Locations (add up to 5)
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8. Step 3: Add Products & Services
Select „Add a product or
service‟ from the Admin Tool
dropdown
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10. Up to 30 views
Feature products specific
to defined audiences
content adapts to your
defined audience
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11. We can accommodate companies that represent
multiple business divisions, subsidiaries,
languages
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12. Multiple pages are mapped together with an Affiliate Module
Parent company Subsidiary company
Followers count: For that
page only (do not roll up)
Employee count: Roll up Employee count: For
of parent and subsidiaries subsidiary only
Module displays all
affiliated companies
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13. Companies can communicate directly with their
followers by sending Status Updates
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14. Send a Status Update from the Overview Tab
Enter your message for
your follower
Select whether it will
appear in all Follower
NUS feeds or go to a
targeted audience
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15. LinkedIn has the Most Compelling Targeted Updates
Companies can sent updates to all follower or a targeted segment
Company Update
Targeting Dimensions
Language ✓
Geography ✓ ✓ ✓
Industry ✓
Company Size ✓
Function ✓
Seniority ✓
Non-company employees ✓
Requires company to classify ✓
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16. Selecting segments in the target audience window
Making no selections
assumes “all” are targeted
All targeting options match
LinkedIn Ads criteria
Displays targeted follower
and total follower counts
A minimum of 100
followers is required in the
target selects to create a
segment
Choose all followers or
exclude employees. There is
no “employee only” option.
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17. Find individual Update statistics on the Overview tab
All updates appear on
the Company Page,
including updates that
are targeted to specific
audiences
Updates stay on the
page for 40 days or up
to most recent 25,
whichever comes first
Refreshed daily
Pin one post to the top
(optional)
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18. Admin View of Overview Tab
Clicking on “targeted
audience” reveals
targeting that was
utilized.
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19. Pin an Update to the top of Update Stream
And here‟s the featured
Update in the update
stream. Click the red
arrow to un-pin it.
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20. Admins can access Page and Follower statistics
tabs to learn more about who is visiting and
engaging
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21. Accessing Company Page statistics
Click on the Follower and
Page Insights links or use
the Edit drop down to
access statistics about
your Company Page
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