This document discusses the concept of disruption in marketing. Disruption involves radically new ideas that help brands reach their vision faster, as opposed to convention which involves doing the same things repeatedly. The document provides examples of disruptive strategies used by companies like Apple, Adidas, Vinamilk and Best Carings that helped make their brands more inspiring and successful. These strategies established emotional connections with customers rather than just focusing on product features or promotions.
Norman Chorn works as a strategy consultant in several countries including Australia, the UK, Southeast Asia, China, New Zealand, and South Africa. He founded a strategy and research firm with affiliations in the UK and North America. His work integrates neuroscience research with economics and strategy to address issues like developing strategy for uncertain environments, organization development, and leadership resilience. Norman has published widely in his field and holds visiting positions at several graduate business schools. He serves as a non-executive director for Volunteering Australia and the Dear Dyslexic Foundation.
Separating Rhinos from Swans - resilience might be the keyThe BrainLink Group
I explore the future directions of strategy - and resilience presents itself as a candidate. With a focus on alternative futures, elastic mindsets an anti-fragile design - it might be the key to separating Grey Rhinos from Black Swans.
The shocks to our system in early 2020 have been overwhelming. With the advent of drought. bushfires and the rapid spread of coronavirus, many of our traditional coping mechanisms are failing. It is time to rethink our views on leadership, strategy and organisation.
Several myths underpin our understanding of decision making. We expose five of these myths - and identify ways to improve decisions in conditions of uncertainty
This quote has been frequently misunderstood and used as a justification for large culture change programs - without being specific about the strategy. I have tried to address this misunderstanding.
The document discusses strategies for improving thinking under pressure. It notes that many organizations have high levels of activity that decrease time for reflection, with action being the enemy of thought. It outlines five strategies to improve thinking under pressure: slow down and avoid concentrating power at the top, which allows more creative solutions; calm the brain by reframing challenges; use both analysis and intuition; adopt a "mentalist" perspective to understand motivations; and develop an overall strategy along with a specific action plan. The document emphasizes shaping conditions and using various cognitive abilities to better think under pressure, even with little time. It recommends sufficient sleep, a balanced diet, and exercise to best succeed in pressurized situations.
Your ability to generate strategic insights can be enhanced by understanding and following the principles of ACCRETION - the process whereby stellar systems are formed
This document discusses the concept of disruption in marketing. Disruption involves radically new ideas that help brands reach their vision faster, as opposed to convention which involves doing the same things repeatedly. The document provides examples of disruptive strategies used by companies like Apple, Adidas, Vinamilk and Best Carings that helped make their brands more inspiring and successful. These strategies established emotional connections with customers rather than just focusing on product features or promotions.
Norman Chorn works as a strategy consultant in several countries including Australia, the UK, Southeast Asia, China, New Zealand, and South Africa. He founded a strategy and research firm with affiliations in the UK and North America. His work integrates neuroscience research with economics and strategy to address issues like developing strategy for uncertain environments, organization development, and leadership resilience. Norman has published widely in his field and holds visiting positions at several graduate business schools. He serves as a non-executive director for Volunteering Australia and the Dear Dyslexic Foundation.
Separating Rhinos from Swans - resilience might be the keyThe BrainLink Group
I explore the future directions of strategy - and resilience presents itself as a candidate. With a focus on alternative futures, elastic mindsets an anti-fragile design - it might be the key to separating Grey Rhinos from Black Swans.
The shocks to our system in early 2020 have been overwhelming. With the advent of drought. bushfires and the rapid spread of coronavirus, many of our traditional coping mechanisms are failing. It is time to rethink our views on leadership, strategy and organisation.
Several myths underpin our understanding of decision making. We expose five of these myths - and identify ways to improve decisions in conditions of uncertainty
This quote has been frequently misunderstood and used as a justification for large culture change programs - without being specific about the strategy. I have tried to address this misunderstanding.
The document discusses strategies for improving thinking under pressure. It notes that many organizations have high levels of activity that decrease time for reflection, with action being the enemy of thought. It outlines five strategies to improve thinking under pressure: slow down and avoid concentrating power at the top, which allows more creative solutions; calm the brain by reframing challenges; use both analysis and intuition; adopt a "mentalist" perspective to understand motivations; and develop an overall strategy along with a specific action plan. The document emphasizes shaping conditions and using various cognitive abilities to better think under pressure, even with little time. It recommends sufficient sleep, a balanced diet, and exercise to best succeed in pressurized situations.
Your ability to generate strategic insights can be enhanced by understanding and following the principles of ACCRETION - the process whereby stellar systems are formed
Many people claim that strategy is dead - overcome by the conditions of change and uncertainty. They prefer agility and quick response. But the obituary for strategy is premature - and is based on a series of false assumptions about strategy.
We outline how strategy is both necessary and valuable in conditions of uncertainty and change.
Norman Chorn is a strategy and organization development practitioner who founded a strategy and research firm after leaving a leading consulting firm. He integrates neuroscience research with economics and strategy to address strategy in uncertain environments, organization development, and growth and corporate resilience. Norman has published widely in his field and holds appointments at several leading graduate schools of management.
The events of 2016 give us an opportunity to question our approach to leadership, strategy and organisation. This may be the time to challenge many of the traditional norms in this space.
There are many reported benefits of Mindfulness. But how do we create a mindful organisation? We show that it's quite different to simply developing mindful people
1) Mindfulness promotes using the experiential focus network of the brain, which allows us to experience the present moment through our senses. This network is associated with better emotional regulation and positivity compared to the default narrative network which focuses on memories and thoughts.
2) Neuroplasticity allows the brain to strengthen neural pathways through practices like mindfulness meditation. This strengthens the direct experience network to improve attention, concentration, and emotional regulation.
3) There is a close biofeedback relationship between the brain and body where each influences the other. Mindfulness affects heart rate, breathing, and the immune and aging processes through slowing the body and producing calmness.
Do action oriented cultures provide the best response to a fast changing environment. There are a number of challenges in these organisations - they may be driving out strategic thinking!
Executives regularly complain that their staff don't think or act strategically. We examine three reasons why this may occur - and what you can do about it.
This document advertises a breakfast briefing that will discuss insights from neuroscience on organizations and leadership. The briefing will cover topics like strategic thinking, trust and engagement, team dynamics, and cognitive load. Attendees will learn the latest thinking from neuroscience on how it has changed views of leadership, strategy, and organizational effectiveness. The briefing will be held in several Australian cities in March 2016 and is hosted by BrainLink Group consultants.
Our brain new world - organisations and their developmentThe BrainLink Group
The document discusses how understanding organizations through the metaphor of the human brain, called the "Brain New World", can provide insights into how organizations function. It notes that both the brain and organizations are complex adaptive systems. Key insights from applying our knowledge of the brain to organizations include: recognizing organizations as integrated wholes rather than collections of parts; appreciating their natural resistance to change; understanding the powerful unconscious influence of organizational culture; allowing time for reflection before taking action in response to events; and protecting self-regulation processes during periods of success or difficulty.
The brain new world - insights for organisations and strategyThe BrainLink Group
The document discusses using the human brain as an analogy to understand modern organizations operating in complex environments. It provides five key insights: 1) Limiting a reductionist approach and recognizing organizations as integrated wholes, 2) Understanding that organizations naturally resist change, 3) Appreciating the powerful non-conscious impact of organizational culture, 4) Valuing pausing before responding to allow new insights, and 5) Protecting self-regulation processes during periods of pressure. Viewing organizations through the lens of the brain provides a new way to develop strategy in today's uncertain world.
Napoleon was known for his creative approach to strategy. Unknowingly, he used principles of neuroscience to develop significant strategic insights that tilted the scales in his favour
Neuroscience offers some new insights into the challenge of change and strategy execution in organisations. This article, part 1 of a three part series, explores why people cannot see the future as clearly as the change leader expects.
The document provides details about a leadership certification training event taking place on October 6, 2014 in San Francisco. The training will teach coaches how to use a scientifically validated, brain-based leadership assessment and develop tailored plans to help clients build brain capacity. Participants will learn relevant brain science, how to interpret assessment results, and help clients monitor progress through reassessment. Attendees will receive an initial brain assessment, training materials, tele-classes, and certification to provide the MyBrainSolutions leadership assessment to clients.
Organisations continue to search for the magic snake oil that will bring their innovation programs to life. But there is no magic. Its about building a portfolio of experiments and abolishing the "big-bang" approach that looks for the one thing to transform the business.
What are the seeds of social media strategy? How do you lead it for competitive advantage? Our presentation outlines the essential elements and describes the
Leaders drive innovation by building a strong Creative Ecology through their organisations. And they don't need to be particularly creative or innovative to do so...
The document discusses that the best leaders are incomplete and focus on their strengths, not trying to be perfect. It recommends that leaders should assess their strengths in four key capabilities - sensemaking, relating, visioning, and inventing - and seek help from others in areas that they are deficient. By recognizing their incompleteness and cultivating others' strengths, leaders can be more effective.
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Many people claim that strategy is dead - overcome by the conditions of change and uncertainty. They prefer agility and quick response. But the obituary for strategy is premature - and is based on a series of false assumptions about strategy.
We outline how strategy is both necessary and valuable in conditions of uncertainty and change.
Norman Chorn is a strategy and organization development practitioner who founded a strategy and research firm after leaving a leading consulting firm. He integrates neuroscience research with economics and strategy to address strategy in uncertain environments, organization development, and growth and corporate resilience. Norman has published widely in his field and holds appointments at several leading graduate schools of management.
The events of 2016 give us an opportunity to question our approach to leadership, strategy and organisation. This may be the time to challenge many of the traditional norms in this space.
There are many reported benefits of Mindfulness. But how do we create a mindful organisation? We show that it's quite different to simply developing mindful people
1) Mindfulness promotes using the experiential focus network of the brain, which allows us to experience the present moment through our senses. This network is associated with better emotional regulation and positivity compared to the default narrative network which focuses on memories and thoughts.
2) Neuroplasticity allows the brain to strengthen neural pathways through practices like mindfulness meditation. This strengthens the direct experience network to improve attention, concentration, and emotional regulation.
3) There is a close biofeedback relationship between the brain and body where each influences the other. Mindfulness affects heart rate, breathing, and the immune and aging processes through slowing the body and producing calmness.
Do action oriented cultures provide the best response to a fast changing environment. There are a number of challenges in these organisations - they may be driving out strategic thinking!
Executives regularly complain that their staff don't think or act strategically. We examine three reasons why this may occur - and what you can do about it.
This document advertises a breakfast briefing that will discuss insights from neuroscience on organizations and leadership. The briefing will cover topics like strategic thinking, trust and engagement, team dynamics, and cognitive load. Attendees will learn the latest thinking from neuroscience on how it has changed views of leadership, strategy, and organizational effectiveness. The briefing will be held in several Australian cities in March 2016 and is hosted by BrainLink Group consultants.
Our brain new world - organisations and their developmentThe BrainLink Group
The document discusses how understanding organizations through the metaphor of the human brain, called the "Brain New World", can provide insights into how organizations function. It notes that both the brain and organizations are complex adaptive systems. Key insights from applying our knowledge of the brain to organizations include: recognizing organizations as integrated wholes rather than collections of parts; appreciating their natural resistance to change; understanding the powerful unconscious influence of organizational culture; allowing time for reflection before taking action in response to events; and protecting self-regulation processes during periods of success or difficulty.
The brain new world - insights for organisations and strategyThe BrainLink Group
The document discusses using the human brain as an analogy to understand modern organizations operating in complex environments. It provides five key insights: 1) Limiting a reductionist approach and recognizing organizations as integrated wholes, 2) Understanding that organizations naturally resist change, 3) Appreciating the powerful non-conscious impact of organizational culture, 4) Valuing pausing before responding to allow new insights, and 5) Protecting self-regulation processes during periods of pressure. Viewing organizations through the lens of the brain provides a new way to develop strategy in today's uncertain world.
Napoleon was known for his creative approach to strategy. Unknowingly, he used principles of neuroscience to develop significant strategic insights that tilted the scales in his favour
Neuroscience offers some new insights into the challenge of change and strategy execution in organisations. This article, part 1 of a three part series, explores why people cannot see the future as clearly as the change leader expects.
The document provides details about a leadership certification training event taking place on October 6, 2014 in San Francisco. The training will teach coaches how to use a scientifically validated, brain-based leadership assessment and develop tailored plans to help clients build brain capacity. Participants will learn relevant brain science, how to interpret assessment results, and help clients monitor progress through reassessment. Attendees will receive an initial brain assessment, training materials, tele-classes, and certification to provide the MyBrainSolutions leadership assessment to clients.
Organisations continue to search for the magic snake oil that will bring their innovation programs to life. But there is no magic. Its about building a portfolio of experiments and abolishing the "big-bang" approach that looks for the one thing to transform the business.
What are the seeds of social media strategy? How do you lead it for competitive advantage? Our presentation outlines the essential elements and describes the
Leaders drive innovation by building a strong Creative Ecology through their organisations. And they don't need to be particularly creative or innovative to do so...
The document discusses that the best leaders are incomplete and focus on their strengths, not trying to be perfect. It recommends that leaders should assess their strengths in four key capabilities - sensemaking, relating, visioning, and inventing - and seek help from others in areas that they are deficient. By recognizing their incompleteness and cultivating others' strengths, leaders can be more effective.
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Revolutionizing Surface Protection Xlcoatings Nano Based SolutionsExcel coatings
Excelcoating Transforming surface protection with their cutting-edge, eco-friendly nano-based coatings. This presentation delves into their innovative product lineup, including Excel CoolCoat for roof cooling, Excel NanoSeal for cement surfaces, Excel StayCool for UV-filtering glass, Excel StayClean for solar panels, Excel CoolTile for heat-reflective tiles, and Excel InsulX for film insulation.
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"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.
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢2024 GROUNDBREAKING CEREMONY OF SK LEAVEO PLANT
➢2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢2024 CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢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
➢ Daewon Pharm Year End Party
➢ Giant Lantern Festival in Ha Noi with Gamuda Land
➢ Light Festival 2019 in HCMC with Phu My Hung Corp
(etc)
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi_compressed.pdfKhaled Al Awadi
Greetings,
Hawk Energy is pleased to present you with the latest energy news
NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi
Regards.
Founder & S.Editor - NewBase Energy
Khaled M Al Awadi, Energy Consultant
MS & BS Mechanical Engineering (HON), USAGreetings,
Hawk Energy is pleased to present you with the latest energy news
NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi
Regards.
Founder & S.Editor - NewBase Energy
Khaled M Al Awadi, Energy Consultant
MS & BS Mechanical Engineering (HON), USAGreetings,
Hawk Energy is pleased to present you with the latest energy news
NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi
Regards.
Founder & S.Editor - NewBase Energy
Khaled M Al Awadi, Energy Consultant
MS & BS Mechanical Engineering (HON), USAGreetings,
Hawk Energy is pleased to present you with the latest energy news
NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi
Regards.
Founder & S.Editor - NewBase Energy
Khaled M Al Awadi, Energy Consultant
MS & BS Mechanical Engineering (HON), USAGreetings,
Hawk Energy is pleased to present you with the latest energy news
NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi
Regards.
Founder & S.Editor - NewBase Energy
Khaled M Al Awadi, Energy Consultant
MS & BS Mechanical Engineering (HON), USAGreetings,
Hawk Energy is pleased to present you with the latest energy news
NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi
Regards.
Founder & S.Editor - NewBase Energy
Khaled M Al Awadi, Energy Consultant
MS & BS Mechanical Engineering (HON), USA
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Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...Niswey
50 million companies worldwide leverage WhatsApp as a key marketing channel. You may have considered adding it to your marketing mix, or probably already driving impressive conversions with WhatsApp.
But wait. What happens when you fully integrate your WhatsApp campaigns with HubSpot?
That's exactly what we explored in this session.
We take a look at everything that you need to know in order to deploy effective WhatsApp marketing strategies, and integrate it with your buyer journey in HubSpot. From technical requirements to innovative campaign strategies, to advanced campaign reporting - we discuss all that and more, to leverage WhatsApp for maximum impact. Check out more details about the event here https://events.hubspot.com/events/details/hubspot-new-delhi-presents-unlocking-whatsapp-marketing-with-hubspot-integrating-messaging-into-your-marketing-strategy/
L'indice de performance des ports à conteneurs de l'année 2023SPATPortToamasina
Une évaluation comparable de la performance basée sur le temps d'escale des navires
L'objectif de l'ICPP est d'identifier les domaines d'amélioration qui peuvent en fin de compte bénéficier à toutes les parties concernées, des compagnies maritimes aux gouvernements nationaux en passant par les consommateurs. Il est conçu pour servir de point de référence aux principaux acteurs de l'économie mondiale, notamment les autorités et les opérateurs portuaires, les gouvernements nationaux, les organisations supranationales, les agences de développement, les divers intérêts maritimes et d'autres acteurs publics et privés du commerce, de la logistique et des services de la chaîne d'approvisionnement.
Le développement de l'ICPP repose sur le temps total passé par les porte-conteneurs dans les ports, de la manière expliquée dans les sections suivantes du rapport, et comme dans les itérations précédentes de l'ICPP. Cette quatrième itération utilise des données pour l'année civile complète 2023. Elle poursuit le changement introduit l'année dernière en n'incluant que les ports qui ont eu un minimum de 24 escales valides au cours de la période de 12 mois de l'étude. Le nombre de ports inclus dans l'ICPP 2023 est de 405.
Comme dans les éditions précédentes de l'ICPP, la production du classement fait appel à deux approches méthodologiques différentes : une approche administrative, ou technique, une méthodologie pragmatique reflétant les connaissances et le jugement des experts ; et une approche statistique, utilisant l'analyse factorielle (AF), ou plus précisément la factorisation matricielle. L'utilisation de ces deux approches vise à garantir que le classement des performances des ports à conteneurs reflète le plus fidèlement possible les performances réelles des ports, tout en étant statistiquement robuste.
L'indice de performance des ports à conteneurs de l'année 2023
How to segment your market to win and keep customers
1. WEBINAR 2 THE LIVING ORGANISATION SERIES
JULY 2011
Ho w to seg men t yo u r
market to wi n and
kee p customers
Do you find it difficult to win new customers? Are they
the right customers?
Can you hold onto these customers? Are they difficult to
please and build relationships with? Is it difficult to
REALLY understand what they expect from you? And
how to give it to them?
Your segmentation strategy may be all wrong!
“How to win and keep customers in a changing market”
will address three important drivers for attracting and
retaining customers in changing and uncertain
conditions:
✓ how to define your business in a way that is relevant to
customers and staff
✓ how to segment your markets and generate customer
satisfaction in conditions of change and uncertainty
✓ how to position your business in a way that generates
competitive advantage in a changing market
Norman Chorn is the
Join our webinar author of “Strategic
on 27 July at Alignment” and the Register here
creator of the “Living
12:30 - 1:30 Organisation” series