This document outlines Diana Railton's workshop on developing a single, unified content strategy. The workshop aims to provide a simple, practical process for working out an effective strategy. The schedule includes discussing strategies, reviewing a process, and applying it. Railton discusses defining the strategy's purpose, aims, how they will be achieved through strategies and tactics, activities, budget, and evaluation. She emphasizes integrating all content around audiences' needs and defining the strategy simply with a memorable statement. The document provides examples and frameworks to help participants develop a cohesive strategic plan.
What is content strategy and what do content strategists do? Isn’t content strategy just copywriting? And why is content strategy so focused on people and systems?
In this presentation, we take a look at content strategy and learn how it can help you build and design better experiences and bring them to market. Content strategy, UX, and product design can work hand in hand to create delight while driving business growth. And when you’re doing it right, it’s hard to tell where content ends and design begins.
By focusing on the entire system and workflow from the beginning, you’ll create better content—which means a better experience for the people using your products or web site.
You’ll learn about:
● What content strategy is (and isn’t!)
● Why “content” means more than just words
● The 8 core components of content strategy
● The 5 key impacts of a strong content strategy
You can learn more about Jonathon Colman at http://www.jonathoncolman.org/ and follow him on Twitter at http://twitter.com/jcolman
Also see 200+ free Content Strategy resources at http://www.jonathoncolman.org/2013/02/04/content-strategy-resources/
The research is clear: happy workers are more productive workers. Managing for Happiness is about concrete management advice for all workers. Practical things that people can do next Monday morning in order to make the organization a happier place to work, with people who run experiments and drive innovation. In this session, you will see how to manage the system, not the people. This is not only relevant for managers, but for everyone who is concerned about the organization.
http://managehappy.com
Big data is getting bigger, creating more challenges and opening more opportunities for businesses. This McKinsey presentation argues that CMOs and sales leaders need to take 5 actions: harness their data, put data at the heart of the organization,
Management 3.0 es el futuro de la gestión. Creada por Jurgen Appelo, es una innovadora forma de afrontar el liderazgo y la gestión de equipos y organizaciones, que entiende que la gestión no es una responsabilidad exclusiva de los directivos, sino un trabajo de todos, y que el liderazgo debería tener como objetivo hacer crecer y transformar organizaciones en un gran lugar para trabajar, donde la gente está involucrada, el trabajo cada día es mejor y los clientes están encantados.
Management 3.0 es un movimiento de innovación, liderazgo y gestión. Una revolución en los modelos de gestión, que reúne a miles de directores de proyectos, jefes de equipo, directores y empresarios, para redefinir el rol del liderazgo en las organizaciones. Trabajar en equipo para que las empresas logren sus objetivos, manteniendo la felicidad de los trabajadores como una prioridad.
Management 3.0 se basa en un conjunto de prácticas y técnicas estructuradas en 9 bloques: gestión agile, gestión de la complejidad, motivación, equipos auto-organizados, definición de objetivos, desarrollo del talento, estructuras organizativas, gestión del cambio y mejora continua.
18th Annual Global CEO Survey - Technology industry key findingsPwC
Tech CEOs are optimistic about the global economy and both near term and future revenue growth. They view strategic alliances, including partnering with competitors, as a primary means to grow their businesses. We invite you to explore the analysis and contact us to discuss how we can help your business capitalise on the new - but challenging - opportunities for growth. Learn more http://pwc.to/1DaolqY
Website: http://www.pwc.com/gx/en/ceo-survey/2015/industry/technology.jhtml
EY Wealth & Asset Management explores how digital technology is accelerating the transformation of wealth management. Read the full report at ey.com/wealthITsurvey
What is content strategy and what do content strategists do? Isn’t content strategy just copywriting? And why is content strategy so focused on people and systems?
In this presentation, we take a look at content strategy and learn how it can help you build and design better experiences and bring them to market. Content strategy, UX, and product design can work hand in hand to create delight while driving business growth. And when you’re doing it right, it’s hard to tell where content ends and design begins.
By focusing on the entire system and workflow from the beginning, you’ll create better content—which means a better experience for the people using your products or web site.
You’ll learn about:
● What content strategy is (and isn’t!)
● Why “content” means more than just words
● The 8 core components of content strategy
● The 5 key impacts of a strong content strategy
You can learn more about Jonathon Colman at http://www.jonathoncolman.org/ and follow him on Twitter at http://twitter.com/jcolman
Also see 200+ free Content Strategy resources at http://www.jonathoncolman.org/2013/02/04/content-strategy-resources/
The research is clear: happy workers are more productive workers. Managing for Happiness is about concrete management advice for all workers. Practical things that people can do next Monday morning in order to make the organization a happier place to work, with people who run experiments and drive innovation. In this session, you will see how to manage the system, not the people. This is not only relevant for managers, but for everyone who is concerned about the organization.
http://managehappy.com
Big data is getting bigger, creating more challenges and opening more opportunities for businesses. This McKinsey presentation argues that CMOs and sales leaders need to take 5 actions: harness their data, put data at the heart of the organization,
Management 3.0 es el futuro de la gestión. Creada por Jurgen Appelo, es una innovadora forma de afrontar el liderazgo y la gestión de equipos y organizaciones, que entiende que la gestión no es una responsabilidad exclusiva de los directivos, sino un trabajo de todos, y que el liderazgo debería tener como objetivo hacer crecer y transformar organizaciones en un gran lugar para trabajar, donde la gente está involucrada, el trabajo cada día es mejor y los clientes están encantados.
Management 3.0 es un movimiento de innovación, liderazgo y gestión. Una revolución en los modelos de gestión, que reúne a miles de directores de proyectos, jefes de equipo, directores y empresarios, para redefinir el rol del liderazgo en las organizaciones. Trabajar en equipo para que las empresas logren sus objetivos, manteniendo la felicidad de los trabajadores como una prioridad.
Management 3.0 se basa en un conjunto de prácticas y técnicas estructuradas en 9 bloques: gestión agile, gestión de la complejidad, motivación, equipos auto-organizados, definición de objetivos, desarrollo del talento, estructuras organizativas, gestión del cambio y mejora continua.
18th Annual Global CEO Survey - Technology industry key findingsPwC
Tech CEOs are optimistic about the global economy and both near term and future revenue growth. They view strategic alliances, including partnering with competitors, as a primary means to grow their businesses. We invite you to explore the analysis and contact us to discuss how we can help your business capitalise on the new - but challenging - opportunities for growth. Learn more http://pwc.to/1DaolqY
Website: http://www.pwc.com/gx/en/ceo-survey/2015/industry/technology.jhtml
EY Wealth & Asset Management explores how digital technology is accelerating the transformation of wealth management. Read the full report at ey.com/wealthITsurvey
How to make strategy work in a complex and unpredictable world. In its essence, strategy is simple. It is about answering two fundamental and interrelated questions: where to play and how to win.
Almost 200 Scandinavian top managers, managers and strategists participated in an intensive day at Implement Consulting Group focusing on how to develop a winning strategy in a world that is increasingly unpredictable.
Strategist and author of the bestseller Playing to Win, Roger Martin was challeging the typical strategy processes where we try to control the risk and uncertainty through elaborate and detailed planning. In his opinion these processes often seem to end up being long-winded, abstract and complex. Sometimes even without any clear choices being made.
Unlocking the data possibilities of Big Data presentation shared at the Big Data / Internet of Things Conference Board Conference June 25-26, 2015
http://www.pwc.com/us/en/analytics/big-data.jhtml
Mango Digital & YouNet Media trân trọng giới thiệu Webinar “How to uplift your brand performance on social media?” đặc biệt dành tặng các marketer.
Nội dung Webinar:
I. Giới thiệu quy trình ba bước để tối ưu hoá hiệu quả truyền thông thương hiệu trên Social Media
II. Các chỉ số cơ bản để đánh giá Brand performance theo hành trình của người dùng (customer journey) trên Social Media
III. Tầm quan trọng của mô hình Social Media Brand Performance Uplift: các diễn giả chia sẻ và lợi ích của mô hình này và kinh nghiệm thực tế khi áp dụng.
#MangoDigital
#YouNetMedia
Workshop at the Regional Scrum Gathering Tokyo 2017 about Management 3.0.
In this workshop we experienced how to energize people with a simple card game called “Moving Motivators”, developed by Jurgen Appelo, the founder of Management 3.0.
Management 3.0 is a movement of innovation and leadership with management as a group responsibility. Its goal is to help you grow and transform organizations into becoming great places to work.
The Moving Motivators Game is not only a tool for learning about each others intrinsic motivation, it is also an effective communication exercise and it is always great fun for all participants.
To survive as a company, the organization needs to become a shapeshifter: sometimes hierarchical, sometimes networked; sometimes efficient, sometimes effective; sometimes great at execution, and other times great at innovation. You can only achieve this by motivating people to change continuously. To achieve this, we take a closer look at gamification and habit-forming. Because games and habits are the keys to intrinsic motivation and change. And you need those in your company to become a great shapeshifter!
PwC’s Trends in People Analytics report highlights our recently published 2015 PwC Saratoga US benchmark data, as well as the implications for people analytics functions and key trends for consideration.
This is the presentation that I gave to the Young Planners at Cannes 2014. The data herein is taken from survey distributed through @cheiluk, @yellif and @cr
Au-delà de l'agilité: l'antifragilité appliquéeAgile Montréal
L’agilité a maintenant atteint l’âge (25 ans environ) qu’affichait l’approche cascade lors de l’apparition de … l’agilité. Un bon moment pour s’interroger, et se poser la question – Est-il temps de penser autrement? Est-il déjà temps de songer à aller au-delà de l’agilité, alors que le concept semble pourtant n’atteindre qu’un début d’apogée?
Il faut agir afin de préserver les acquis de l’agilité tout en se libérant de la diffusion sémantique (la perte de sens) qui l’afflige depuis au moins 10 ans.
La conférence proposera un ‘modèle unifié’ expérimental cherchant à réconcilier, entre autres :
* Les stades organisationnels de Laloux (‘Reinventing Organizations’)
* Le modèle Cynefin de David Snowden
* Des idées relevant des notions de leadership ouvert (Daniel Melnick) et
* L’antifragilité (Nicholas Taleb)
Daniel Gagnon
New trends have moved marketing the cusp of a new golden age. To deliver on the promise, marketing needs to execute on the 5S approach: science, simplicity, substance, speed, and story. This presentation walks through what marketers and business leaders need to get right to execute all of them. This presentation is based on a public webinar given by McKinsey partners Jonathan Gordon and Jesko Perrey.
Digital transformation in Sales ManagementScopernia
Thursday February 25th, Dado Van Peteghem was asked to give a presentation at the Sales Summit in Brussels, Belgium.
As the internet is becoming more and more of a middle man for transactions, sales persons need to cope with digital transformation as well. This presentation gives you insights on how to deal with the digital evolution in sales management.
Growth Mindset & Psychological Safety - High Performing Teams in Software Dev...PALO IT
Software quality, psychological safety and growth mindset might seem to be unrelated at first glance. However, both psychological safety and growth mindset are crucial in high performance teams. Join our upcoming PALO IT BarCamp to understand more about psychological safety and different mindset, learn how these topics affect one another, and get inspired to enable teams to deliver awesomeness to users.
What you will explore
We have always been seeking the secret sauce of high performance teams in the software development industry. Some teams deliver products better than several teams combined. Some others adjust to market change quicker than the change itself. Some others learn from failure and raise the bar by making their product more resilient than ever. Not long ago, Google's Project Aristotle has answered the million dollar question on the successful recipe of building high performance teams with psychological safety cited as the most important factor. In this BarCamp, we will dive into details and find out what it takes to allow individual team members to feel psychologically safe and willing to take calculated risks for learning and improvement.
Through research and case studies, we will explore the following:
> What is psychological safety?
> How mindset affects the perception of psychological safety?
> How to assess mindset and psychological safety in your team?
> How to create an environment that promotes growth mindset and fosters psychological safety?
Audience
> Developers
> Team Leads
> Team Coaches
> Managers
> Business Leaders
> Anyone looking to maximise self and team's ability to grow and improve.
Eight Principles of Information ArchitectureDan Brown
Does information architecture have a set of universal principles we can draw from to facilitate the design process? Beats me, but these are eight that I use.
For more information, see my article in the ASIS&T August 2010 Bulletin: http://asis.org/Bulletin/Aug-10/AugSep10_Brown.pdf
Construct a Lean Content Marketing Machine in 7 StepsOmar Mohout
The fast track to credibility is content that vouches for your expertise. With just eight hours and $135, you can create SEO-optimized content for multiple distribution channels and jumpstart your position as the Go-To Person in your field.
Building material for your audience takes a simple seven steps. By outsourcing key elements, you not only increase the appeal -- and the likelihood you capture viewers -- but you also save time. Extra time allows for extra content. Assuming the quality is top notch, the more content you produce, the greater your chance to cast yourself as an expert.
In an easy Seven Steps you, too, can construct a Lean Content Building Machine that showcases your ability and converts you into a bona-fide expert.
How to make strategy work in a complex and unpredictable world. In its essence, strategy is simple. It is about answering two fundamental and interrelated questions: where to play and how to win.
Almost 200 Scandinavian top managers, managers and strategists participated in an intensive day at Implement Consulting Group focusing on how to develop a winning strategy in a world that is increasingly unpredictable.
Strategist and author of the bestseller Playing to Win, Roger Martin was challeging the typical strategy processes where we try to control the risk and uncertainty through elaborate and detailed planning. In his opinion these processes often seem to end up being long-winded, abstract and complex. Sometimes even without any clear choices being made.
Unlocking the data possibilities of Big Data presentation shared at the Big Data / Internet of Things Conference Board Conference June 25-26, 2015
http://www.pwc.com/us/en/analytics/big-data.jhtml
Mango Digital & YouNet Media trân trọng giới thiệu Webinar “How to uplift your brand performance on social media?” đặc biệt dành tặng các marketer.
Nội dung Webinar:
I. Giới thiệu quy trình ba bước để tối ưu hoá hiệu quả truyền thông thương hiệu trên Social Media
II. Các chỉ số cơ bản để đánh giá Brand performance theo hành trình của người dùng (customer journey) trên Social Media
III. Tầm quan trọng của mô hình Social Media Brand Performance Uplift: các diễn giả chia sẻ và lợi ích của mô hình này và kinh nghiệm thực tế khi áp dụng.
#MangoDigital
#YouNetMedia
Workshop at the Regional Scrum Gathering Tokyo 2017 about Management 3.0.
In this workshop we experienced how to energize people with a simple card game called “Moving Motivators”, developed by Jurgen Appelo, the founder of Management 3.0.
Management 3.0 is a movement of innovation and leadership with management as a group responsibility. Its goal is to help you grow and transform organizations into becoming great places to work.
The Moving Motivators Game is not only a tool for learning about each others intrinsic motivation, it is also an effective communication exercise and it is always great fun for all participants.
To survive as a company, the organization needs to become a shapeshifter: sometimes hierarchical, sometimes networked; sometimes efficient, sometimes effective; sometimes great at execution, and other times great at innovation. You can only achieve this by motivating people to change continuously. To achieve this, we take a closer look at gamification and habit-forming. Because games and habits are the keys to intrinsic motivation and change. And you need those in your company to become a great shapeshifter!
PwC’s Trends in People Analytics report highlights our recently published 2015 PwC Saratoga US benchmark data, as well as the implications for people analytics functions and key trends for consideration.
This is the presentation that I gave to the Young Planners at Cannes 2014. The data herein is taken from survey distributed through @cheiluk, @yellif and @cr
Au-delà de l'agilité: l'antifragilité appliquéeAgile Montréal
L’agilité a maintenant atteint l’âge (25 ans environ) qu’affichait l’approche cascade lors de l’apparition de … l’agilité. Un bon moment pour s’interroger, et se poser la question – Est-il temps de penser autrement? Est-il déjà temps de songer à aller au-delà de l’agilité, alors que le concept semble pourtant n’atteindre qu’un début d’apogée?
Il faut agir afin de préserver les acquis de l’agilité tout en se libérant de la diffusion sémantique (la perte de sens) qui l’afflige depuis au moins 10 ans.
La conférence proposera un ‘modèle unifié’ expérimental cherchant à réconcilier, entre autres :
* Les stades organisationnels de Laloux (‘Reinventing Organizations’)
* Le modèle Cynefin de David Snowden
* Des idées relevant des notions de leadership ouvert (Daniel Melnick) et
* L’antifragilité (Nicholas Taleb)
Daniel Gagnon
New trends have moved marketing the cusp of a new golden age. To deliver on the promise, marketing needs to execute on the 5S approach: science, simplicity, substance, speed, and story. This presentation walks through what marketers and business leaders need to get right to execute all of them. This presentation is based on a public webinar given by McKinsey partners Jonathan Gordon and Jesko Perrey.
Digital transformation in Sales ManagementScopernia
Thursday February 25th, Dado Van Peteghem was asked to give a presentation at the Sales Summit in Brussels, Belgium.
As the internet is becoming more and more of a middle man for transactions, sales persons need to cope with digital transformation as well. This presentation gives you insights on how to deal with the digital evolution in sales management.
Growth Mindset & Psychological Safety - High Performing Teams in Software Dev...PALO IT
Software quality, psychological safety and growth mindset might seem to be unrelated at first glance. However, both psychological safety and growth mindset are crucial in high performance teams. Join our upcoming PALO IT BarCamp to understand more about psychological safety and different mindset, learn how these topics affect one another, and get inspired to enable teams to deliver awesomeness to users.
What you will explore
We have always been seeking the secret sauce of high performance teams in the software development industry. Some teams deliver products better than several teams combined. Some others adjust to market change quicker than the change itself. Some others learn from failure and raise the bar by making their product more resilient than ever. Not long ago, Google's Project Aristotle has answered the million dollar question on the successful recipe of building high performance teams with psychological safety cited as the most important factor. In this BarCamp, we will dive into details and find out what it takes to allow individual team members to feel psychologically safe and willing to take calculated risks for learning and improvement.
Through research and case studies, we will explore the following:
> What is psychological safety?
> How mindset affects the perception of psychological safety?
> How to assess mindset and psychological safety in your team?
> How to create an environment that promotes growth mindset and fosters psychological safety?
Audience
> Developers
> Team Leads
> Team Coaches
> Managers
> Business Leaders
> Anyone looking to maximise self and team's ability to grow and improve.
Eight Principles of Information ArchitectureDan Brown
Does information architecture have a set of universal principles we can draw from to facilitate the design process? Beats me, but these are eight that I use.
For more information, see my article in the ASIS&T August 2010 Bulletin: http://asis.org/Bulletin/Aug-10/AugSep10_Brown.pdf
Construct a Lean Content Marketing Machine in 7 StepsOmar Mohout
The fast track to credibility is content that vouches for your expertise. With just eight hours and $135, you can create SEO-optimized content for multiple distribution channels and jumpstart your position as the Go-To Person in your field.
Building material for your audience takes a simple seven steps. By outsourcing key elements, you not only increase the appeal -- and the likelihood you capture viewers -- but you also save time. Extra time allows for extra content. Assuming the quality is top notch, the more content you produce, the greater your chance to cast yourself as an expert.
In an easy Seven Steps you, too, can construct a Lean Content Building Machine that showcases your ability and converts you into a bona-fide expert.
Connect with Caroline Kealey at Ingenium Communications:
WEBSITE: http://www.ingeniumcommunications.com
TWITTER: @CarolineKealey
SUBSCRIBE to the Results Map Blog: http://www.resultsmap.com/category/blog/
A Guide to Sales and Marketing Messaging Alignment with WittyParrotWittyParrot
A guide to align the sales and marketing messaging and content reuse. It also covers certain vital points including capturing, managing, maintaining, reusing and sharing messaging components.
Developing your Core Marketing Messaging - A One-Page Framework, by Maggie BarrKat & Mouse Co.
This presentation gives you the steps for developing the key marketing messages you will use for your entire companies marketing materials, or for an entire campaign's marketing materials. Steps include: defining your target customer, understand their options, researching competition, developing your competitive positioning, and writing a messaging framework.
If you would like more information about Kat and Mouse Co. and our internet marketing services, please contact us at www.katandmouse.com, or call us at 408-647-2327.
The Message Map is a visual aid. It allows you to prepare and to organize answers to the questions you are most likely to hear from the news media and from the public during a crisis. It is based on research that looked into how people process information when they are under stress.
Create a Content Marketing Strategy Your Customers will LOVE, in 7 StepsJay Baer
Here's how to create a content marketing strategy your customers will love, in 7 steps. This presentation from global content marketing consultant, keynote speaker, and New York Times bestselling author Jay Baer will help you craft a winning content marketing strategy for your brand or organization. The principles in this presentation are used by Jay Baer and his Convince and Convert consulting firm on behalf of some of the largest companies in the world. Learn how corporate objectives, audiences, audience inquiries, metrics, content execution, and even social media work together to make content marketing programs successful. You'll want to print this one out and/or share it with your team.
Elevate - Three Disciplines of Strategic ThinkingAvirot Mitamura
Elevate - The Three Disciplines of Advanced Strategic Thinking.
Take-Aways
• Strategy is the astute allocation of resources – “time, talent and capital” – in planned
activities to serve customers better than your competitors do.
• Successful businesses are strategic. The right strategy is the best predictor of
profitability. Businesses fail because of bad strategy.
• Many firms treat strategy as perfunctory and occasional, instead of as crucial
and ongoing.
• Leaders often have no time to think, can’t prioritize and end up putting out fires instead
of strategizing long term. Stop and give strategy the time it warrants.
• Sound strategy calls for a big-picture, “elevated” understanding of your business.
• Strategic thinking has three elements: “acumen” for developing valuable insights,
“allocation” for using resources wisely, and “action” for executing strategic plans.
• “Differentiation,” not price-cutting, is the best route to business success.
• Strategy takes three disciplines: First, “coalesce” your best insights.
• Second, “compete” by making the right “trade-offs.” Third, “champion” your strategy.
• A great strategy may fail if your employees don’t understand or don’t rally behind it.
6 PART 1 • OVERVIEW OF STRATEGIC MANAGEMENT Strategic mana.docxevonnehoggarth79783
6 PART 1 • OVERVIEW OF STRATEGIC MANAGEMENT
Strategic management can be defined as the art and science o f formulating, implementing,
and evaluating cross-functional decisions that enable an organization to achieve its objec-
tives. As this definition implies, strategic management focuses on integrating management,
m a r k e t i n g , finance/accounting, production/operations, research and development, and
information systems to achieve organizational success. The term strategic management in
this text is used synonymously w i t h the term strategic plcmning. The latter term is more
often used i n the business w o r l d , whereas the former is often used in academia. Sometimes
the term strategic management is used to refer to strategy formulation, implementation, and
evaluation, w i t h strategic planning refemng only to strategy formulation. The purpose o f
strategic management is to exploit and create new and different opportunities for tomorrow;
long-range planning, in contrast, tries to optimize for tomoiTOW the trends o f today.
The term strategic planning originated in the 1950s and was very popular between the
mid-1960s and the mid-1970s. D u r i n g these years, strategic planning was w i d e l y believed
to be the answer for all problems. A t the time, much o f coiporate A m e r i c a was "obsessed"
w i t h strategic planning. F o l l o w i n g that "boom," however, strategic planning was cast aside
d u r i n g the 1980s as various p l a n n i n g models d i d not y i e l d higher returns. The 1990s,
however, brought the revival o f strategic pl a nni ng, and the process is w i d e l y practiced
today in the business w o r l d .
A strategic plan is, in essence, a company's game plan. Just as a football team needs a
good game plan to have a chance for success, a company must have a good strategic plan
to compete successfully. Profit margins a m o n g firms in most industries have been so
reduced by the global economic recession that there is httle room for eiTor in the overall
strategic plan. A strategic plan results f r o m tough managerial choices among numerous
good alternatives, and i t signals c o m m i t m e n t to specific markets, policies, procedures, and
operations i n l i e u o f other, "less desirable" courses o f action.
The term strategic management is used at many colleges and universities as the subti-
tle for the capstone course i n business administration. This course integrates material f r o m
all business courses. The Strategic Management C l u b O nl i ne at wwvv.strategyclub.com
offers many benefits for business p o l i c y and strategic management students. Professor
Hansen at Stetson University provides a strategic management slide show for this entire
text (www.stetson.edu/~rhansen/strategy).
Stages of Strategic Management
The strategic-management process consists o f three stages: strategy formulation, strategy
implementation, and strategy evaluation. Strategy formulation.
Innovative service companies today recognize that they can supercharge profits by acknowledging that different groups of customers vary widely in their behavior, desires, and responsiveness to marketing. Federal Express Corporation, for example, has revolutionized its marketing philosophy by categorizing its business customers internally as the good, the bad, and the ugly--based on their profitability. Rather than marketing to all customers in a similar manner, the company now puts its efforts into the good, tries to move the bad to the good, and discourages the ugly.(n1) Similarly, the customer service center at First Union, the sixth-largest bank in the U.S., codes customers by color squares on computer screens using a database technology known as "Einstein." Green customers are profitable and receive extra customer service support while red customers lose money for the bank and are not granted special privileges such as waivers for bounced checks. Providing different service to customers depending on their profitability is becoming an effective and profitable service strategy for firms like FedEx, U.S. West, First Union, Hallmark, GE Capital, Bank of America, and The Limited. These firms have discovered that they need not serve all customers equally well--many customers are too costly to do business with and have little potential to become profitable, even in the long term. While companies may want to treat all customers with superior service, they find it is neither practical nor profitable to meet (and certainly not to exceed) all customers' expectations. Further--and probably more objectionable to quality zealots--in most cases it is desirable for a firm to alienate or even "fire" at least some of its customers. While quality advocates may be offended by the notion of serving any customer in less than the best possible way, in many situations both the company and its customers obtain better value
Defining the content strategy is the easy part. But how are you actually going to make it work? Not just today, but tomorrow, and next year, and the year after that? How can you continually evolve and mature your internal content practices, create rock-star content teams, and produce better content faster? Sound magical? Nope, it’s just good content governance.
Making Strategy Work for Entrepreneurssohailgondal
Challenge: Traditional strategic planning approach fails to handle the ambiguity, uncertainty and complexity prevailing in entrepreneurial environments. Consequently, these barriers become the reason for entrepreneurs to jettison robust strategic thinking or management
Way Forward: An effective strategic planning capability can do more than address the common and predictable issues that cause a new ventures demise. This paper defines an agile approach to strategy that balances the rigor and speed entrepreneurs need.
At The Middle East’s Leading Strategy Forum “STRATEGY LEADERS”, see The World’s Latest Strategy Thinking reflecting the wider strategy community that helps you build organizational agility into your strategy frameworks and ensure you are prepared to respond timely to rapidly changing market conditions.
When: 26th to 30th April 2015
Where: The Address Hotel Dubai Mall, Dubai, UAE
Contact: Sowmya on +971 4 4072730 or email sowmya.yellappa@informa.com
[Whitepaper] The Definitive Guide to Strategic Planning: Here’s What You Need...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/best-practices-in-strategic-planning-2738
For many organizations, this is the time of the year is when Leadership will conduct the annual Strategic Planning process and plan the near-, mid- and long-term strategies.
This article breaks the full Strategic Planning and Execution processes into 3 sections:
Strategic Planning
Strategy Development
Strategy Execution
For each section, we will highlight important concepts core to the topic, as well as direct you to important resources for further understanding.
1. Strategic Planning
Per Wikipedia, we can define Strategic Planning as:
Strategic Planning is an organization’s process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy. It may also extend to control mechanisms for guiding the implementation of the strategy. Strategic Planning became prominent in corporations during the 1960s and remains an important aspect of strategic management. It is executed by strategic planners or strategists, who involve many parties and research sources in their analysis of the organization and its relationship to the environment in which it competes.
Strategic Planning is a crucial process, but often poorly executed, leading to poor translation from Strategy to Execution.
In most organizations, executives complain that their Strategic Planning is overly bureaucratic, insufficiently insightful, and doesn’t accommodate today’s rapidly changing, digital markets. To combat these issues, there are a few best practices we should follow:
Explore Strategy across 3 time horizons.
Encourage productive and stimulating Strategic Dialogue.
Engage a broad, decentralized group of stakeholders.
Let’s dive a little deeper into each of these best practices.
Explore
The 3 time horizons we want to explore can be defined as short term (1-year timeframe), medium term (3–5 years timeframe), and long term (5+ years). Each horizon is uniquely considered and has different objectives.
More Information:
https://flevy.com/browse/flevypro/strategy-classics-value-disciplines-model-5138
According to Treacy and Wiersema, organizations need to make tough strategic choices in order to become market leaders. Market leaders choose to excel in delivering extraordinarily levels of one particular value to their customers. This way they can remain focused and become the absolute best in a certain value proposition.
Gaining market and Operational Excellence requires that the company's entire Operating Model be adapted in a way this it is aligned with the chosen Value Discipline. A Value Discipline is a unique value that organizations can deliver to a chosen market. The Value Discipline Principle is in line with Porter's Generic Strategies, where Michael Porter describes how companies gain Competitive Advantage by either focusing on low cost, differentiation, or a niche market.
This presentation discusses the Value Disciplines Model and the 3 Value Disciplines organizations must choose from.
1. Operational Excellence
2. Product Leadership
3. Customer Intimacy
If your company has not reached yet any of the Value Disciplines, don't wait longer.
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The Berlin School is an international business school founded by Michael Conrad (ex-Vice Chairman/-CCO at Leo Burnett Worldwide. Participants are creative industry executives with several years of management experience from all over the world. The students ́ modules take place in Germany, the United States, Japan and China and focus on accounting, economics, entrepreneurship, finance, international business, organizational behavior and strategy. Our „godfather“ – serving as mentor to the 13 participants in my group – is Sir John Hegarty (CCO and founder of BBH).
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
How to prepare a single unified content strategy that's truly strategic
1. How to prepare a single,
unified content strategy
that’s truly strategic
Diana Railton
Content Strategy Applied 2013
2. Aim of the workshop
How to prepare and present a single, unified
content strategy that’s truly strategic
so everyone:
· understands it
· respects it
· finds it inspiring
· knows how to act on it
3. Schedule
1. Talk over strategy
2. Look at a simple practical process for
working out a strategy
3. Apply
4. Review the process – and your solutions
5. Continue the discussion
4. Poll: How do you feel about strategy?
· Intimidating
· Confusing
· Exciting
· Not sure – needs must
· Other
11. ‘People who claim to be content strategists
couldn’t strategize themselves out of a box’
From responses to Content Strategy Recruitment Trends survey, 2012
Firehead
www.firehead.net/the-problem-with-hiring-a-content-
12. Some people have
more of a strategy
mind-set than
others
http://warwicksport.warwick.ac.uk/pageassets/officer/strategymeetings/strategy1.jpg
23. “Strategy is a singular thing; there is one
strategy for a given business – not a set of
strategies. It is one integrated set of choices.”
Roger Martin
27. “Strategy today must shape itself around the
customer. ... If it focuses on organizational silos
and professional disciplines, it will fail.”
Gerry McGovern
www.customercarewords.com/strategy-and-online.html
28. A good strategy
Provides a strong sense of common purpose
Motivates and inspires
Achieves “superior performance”
34. “I believe that all content strategists should be
knowledgeable about the entire content
ecosystem, the content lifecycle, content tools,
technologies, standards, and methodologies –
even those that fall outside of their area of
specialization, or are tangentially-related to the
project on which they are working.”
Scott Abel
http://thecontentwrangler.com/2013/07/29
37. “The vast majority of brands do not have a
documented content strategy.”
Joe Pulizzi
Content Marketing Institute
August 2013
Lots of surveys coming out on lack of strategy
40. “Most companies do not have a strategy.
Okay, I admit it: I do not have any solid statistics
... but I do observe a heck of a lot of companies
and ... I think nine out of 10 (at least) don’t
actually have a genuine strategy ... or a good
rationale for doing the things they are doing.”
Freek Vermeulen
41. “The vast majority of strategic plans that I have
seen over 30 years of working in the strategy
realm are simply budgets with lots of explanatory
words attached.”
Roger Martin
Harvard Business Review
58. Which organisation?
To be earth’s most customer centric company;
to build a place where people can come to find
and discover anything they might want to buy
online.
59. Which organisation?
To provide a global online marketplace where
practically anyone can trade practically anything,
enabling economic opportunity around the world.
61. Which organisation?
A just world without poverty.
The purpose of Oxfam is to help create lasting
solutions to the injustice of poverty. We are part
of a global movement for change, one that
empowers people to create a future that is
secure, just, and free from poverty.
62. Which organisation?
By creating value for our customers, we create
value for our shareholders.
We use our expertise to create transport-related
products and services of superior quality, safety
and environmental care for demanding
customers in selected segments.
63.
64. Framework for a strategy
PASTA
Purpose / Mission / Vision
Principles / Values
“Core ideology”
65.
66.
67.
68. “Companies that enjoy enduring success have
core values and a core purpose that remain
fixed while their business strategies and
practices endlessly adapt to a changing world.”
James Collins and Jerry Porras
Building your company’s vision
77. Measuring goals: outcomes
To sign up 200 people a year
Target
Key performance indicators (KPIs):
200 people a year
Critical success factors (CSFs):
the course is attractive
+
80. Possible outcomes from a social media strategy
Efficiency
Reputation
Differentiation
Risk reduction
Client retention
Brand association
Long-term revenue
Environmental impact
Eff
Economic development
Opportunity creation
Immediate revenue
Perception shifting
PR and exposure
Client education
Network growth
Building trust
Innovation
Try to be precise
http://hellboundbloggers.com/wp-content/uploads/2013/03/Social-Media-ROI.jpg
81. Strategy
Strategy
Strategy
Strategy
Tactic 1
Tactic 1
Tactic 1
Tactic 1
Tactic 2
Tactic 2
How you will meet your goals
Tactic 2
Tactic 2
Adapted from http://mobilemarketingapps.co/wp-content/uploads/2012/06/Mobile-Marketing-Strategy-Map-1024x697.png
83. Reduce phone and face-to-face support costs by
15% within nine months
by increasing customers’ ability to complete their
support tasks using online channels.
Reduce repetitive, simple questions to doctors
by 50% by November 2014
by allowing citizens to answer these questions
themselves online.
Adapted from www.customercarewords.com/strategy-and-online.html
84. Strategy
Strategy
Strategy
Strategy
Tactic 1
Tactic 1
Tactic 1
Tactic 1
Tactic 2
Tactic 2
Tactic 2
Tactic 2
Adapted from
http://mobilemarketingapps.co/wp-content/uploads/2012/06/Mobile-Marketing-Strategy-Map-1024x697.png
Your detailed action plan
85. Goal:
To sign up 200 people a year
Strategy: Make more people aware of course
Tactic 1:
Tactic 2:
Tactic 3:
Tactic 4:
Tactic 6:
Tactic 7:
Tactic 8:
+
Improve website content for ranking
Add named testimonials page
Publish interview with two attendees
Start Google AdWords campaign
Start email newsletter
87. “More than choosing what to do, strategy is
about choosing what NOT to do. Because today,
more than ever, there are far more things that
you could do – but shouldn’t. Strategy is about
understanding what really matters and acting on
it.”
Gerry McGovern
www.customercarewords.com/strategy-and-online.html
89. Purpose / vision / mission. Why?
Aims / goals / objectives. What do you want to achieve?
Strategy. How will you do this?
Tactics. What is your action plan?
Activities. Day to day. Who, when, where?
Budget
Evaluation
Analytics
Return on investment
90. Budget + the cost of internal time
70% low-risk content (50% time)
20% innovate from what works (25% time)
10% high-risk experimentations (25% time)
96. Curate an entertaining, online reference guide
that helps stressed-out law students become
successful practicing attorneys.
Kristina Halvorson and Melissa Rach
97. H-a-r-d to be original
Inspire people to buy and talk about the benefits
of xxx.
Ensure every one of our potential customers
immediately understands our offering.
Optimise content to help visitors quickly
complete their top tasks.
99. Typical principles
All content:
Has a clearly defined purpose
Focuses on our audiences’ needs, not ourselves
Demonstrates our core values of x, y and z
Is accessible on any device
Is clear, concise and consistent
100. IABC Gold Quill Awards
1.
2.
3.
4.
5.
6.
The business need or opportunity
Stakeholder or audience analysis
Goals and objectives + tactics, activities
Solution overview
Implementation and challenges
Measurement and evaluation
