This is a sample Internet marketing campaign for the University of Colorado's distance-delivered graduate programs including the Lockheed Martin Engineering Management Program and the Interdisciplinary Telecom program, among others. The campaign duration was June 2011-June 2012 and was led by Rebecca Moss(Cooney) and Marcie Gorman-Smith.
• Boosting the employability of your graduatesuoncareers
Jenny Yan discussed perceptions of UK returned graduates and foreign interns in China. UK graduates are seen as having strengths like cross-cultural skills but also opportunities to improve like understanding local customer needs and culture. Employers expect attitudes like passion and strong communication skills. Career development involves analyzing goals, competencies, and opportunities. Organizations provide learning solutions, leadership development paths, and talent management systems to develop high-performing employees.
mPower Global Inc. is a leading software services company specialized in enterprise portal solutions. They have over 60 employees with extensive experience and offer services such as portal development, consulting, training and support across multiple industries and geographic regions. mPower is an expert in the open source Liferay portal platform and has successfully delivered solutions for many large clients.
This document outlines the agenda for a meeting of the Product Management & Product Marketing Special Interest Group. The agenda includes brief introductions, an overview, prioritizing topics, agreeing on the frequency and purpose of face-to-face meetings, discussing community software for the group, membership details, and setting the date for the next meeting. It also covers various topics related to product management, product marketing, and channels including profiling product managers and their roles and responsibilities as well as addressing common objections to formal product management.
This document summarizes a research study on M&A capabilities. The study involves surveying 900 European serial acquirers to develop a M&A Capability Maturity Model based on qualitative interviews. Participants can benchmark their M&A function against leading acquirers. The survey aims to provide insights into how M&A capabilities influence success and identify areas for improvement. Empirical analysis will use a structural equation model to analyze the impact of M&A capabilities on M&A success.
Bell Professional Management Program Brochurejl05xi
The document provides an overview of the Professional Management Program (PMP), an internship program operated by Bell Mobility. It describes the various departments within PMP including analytics, geospatial analysis, information technology, talent management, creative, and program marketing. It highlights the facilities, resources, workshops, and community initiatives available to PMP associates. Statistics are provided showing high levels of associate satisfaction with the program.
Bell Professional Management Program Brochureguestaf9524
The document is a property of Bell Canada Enterprises, Bell Mobility, and the Professional Management Program. It provides an overview of the PMP, which is an internship program that operates within Bell Mobility's Market Analysis and Intelligence department. The PMP aims to provide associates with hands-on learning experiences across various departments and opportunities for personal and professional growth through workshops and community initiatives. Associates report high levels of satisfaction with the skills and experiences gained from the program.
Socially synergistic enterprises 10 june m. baronMarcel Baron
This document discusses balancing internal and external collaboration to improve innovation. It describes IBM's integrated product development process which brings together multiple teams including an integrated portfolio management team, project development team, and investment review board to share market insights, develop strategies, and manage new product development from concept through launch. The process aims to improve innovation through collaboration between functions and continuous feedback from customers and markets.
• Boosting the employability of your graduatesuoncareers
Jenny Yan discussed perceptions of UK returned graduates and foreign interns in China. UK graduates are seen as having strengths like cross-cultural skills but also opportunities to improve like understanding local customer needs and culture. Employers expect attitudes like passion and strong communication skills. Career development involves analyzing goals, competencies, and opportunities. Organizations provide learning solutions, leadership development paths, and talent management systems to develop high-performing employees.
mPower Global Inc. is a leading software services company specialized in enterprise portal solutions. They have over 60 employees with extensive experience and offer services such as portal development, consulting, training and support across multiple industries and geographic regions. mPower is an expert in the open source Liferay portal platform and has successfully delivered solutions for many large clients.
This document outlines the agenda for a meeting of the Product Management & Product Marketing Special Interest Group. The agenda includes brief introductions, an overview, prioritizing topics, agreeing on the frequency and purpose of face-to-face meetings, discussing community software for the group, membership details, and setting the date for the next meeting. It also covers various topics related to product management, product marketing, and channels including profiling product managers and their roles and responsibilities as well as addressing common objections to formal product management.
This document summarizes a research study on M&A capabilities. The study involves surveying 900 European serial acquirers to develop a M&A Capability Maturity Model based on qualitative interviews. Participants can benchmark their M&A function against leading acquirers. The survey aims to provide insights into how M&A capabilities influence success and identify areas for improvement. Empirical analysis will use a structural equation model to analyze the impact of M&A capabilities on M&A success.
Bell Professional Management Program Brochurejl05xi
The document provides an overview of the Professional Management Program (PMP), an internship program operated by Bell Mobility. It describes the various departments within PMP including analytics, geospatial analysis, information technology, talent management, creative, and program marketing. It highlights the facilities, resources, workshops, and community initiatives available to PMP associates. Statistics are provided showing high levels of associate satisfaction with the program.
Bell Professional Management Program Brochureguestaf9524
The document is a property of Bell Canada Enterprises, Bell Mobility, and the Professional Management Program. It provides an overview of the PMP, which is an internship program that operates within Bell Mobility's Market Analysis and Intelligence department. The PMP aims to provide associates with hands-on learning experiences across various departments and opportunities for personal and professional growth through workshops and community initiatives. Associates report high levels of satisfaction with the skills and experiences gained from the program.
Socially synergistic enterprises 10 june m. baronMarcel Baron
This document discusses balancing internal and external collaboration to improve innovation. It describes IBM's integrated product development process which brings together multiple teams including an integrated portfolio management team, project development team, and investment review board to share market insights, develop strategies, and manage new product development from concept through launch. The process aims to improve innovation through collaboration between functions and continuous feedback from customers and markets.
The document discusses using the Skills Framework for the Information Age (SFIA) to create an effective IT organization. It summarizes that SFIA can play a key role in linking an organization's design to its talent strategy by defining required skills and competencies. An effective strategy also considers people processes like performance management, retention, and recruitment to acquire, develop, and manage the necessary talent. While SFIA is useful, an organization must have complementary operating models, HR processes, and a talent strategy to address IT's unique challenges.
The document discusses e-business strategy and implementation planning. It defines strategy and outlines the key steps: propose a future situation, assess the current internal and external environment, and choose a strategy. Implementation planning involves refining scope, identifying activities and resources, developing a schedule, planning procurement and budgets, and managing risks. The outputs should be a project plan to guide effective implementation.
In context of applying to Startup Life I concluded a portfolio of my projects in business development and sales. I hope the presentation also gives insight on my personality, interests and secret weapons!
The document outlines different models for project design and results delivery used by Gemini Consulting. It describes Model A which combines standard improvement techniques within a project management framework. Model B focuses on project integration and quick wins to engage the organization. Model C has three phases of understanding the problem, designing a solution, and implementing answers. Model D is driven by developing an inspiring vision and aligning executive leadership around delivering that vision.
This document summarizes a research study on mergers and acquisitions (M&A) capability. The study involves surveying 900 European serial acquirers to develop a capability maturity model and empirically analyze factors influencing M&A success. Participants will receive a report benchmarking their M&A function and providing ideas for improvement. The survey is based on a qualitative pre-study and M&A capability maturity model developed from expert interviews. Participant data will be kept confidential and analyzed anonymously.
AIT Group is a global management consulting firm that has over 10 years experience in Lean Six Sigma Training, Coacing, and Certification as well as Supply Chain using the SCOR model to transform business processes to standardized and streamlined value streams.
integrating agile in a waterfall world, a presentation from the PMI Global Congress, North America, 2011
To hear the audio go to whitewaterprojects.com
1) SupplyWeaver is a supply chain consulting firm that helps clients improve performance in low-cost supply chains, with a focus on China.
2) They provide end-to-end capabilities including diagnosing client operations, assessing supply bases, improving supply chain performance, managing risks, and assisting with commercial negotiations.
3) Their low-cost supply chain performance improvement model involves analyzing opportunities, developing strategies, aligning processes between partners, managing relationships, and driving continuous improvement.
Introduction
The creation of successful products is essential for companies that want to grow or maintain a competitive advantage. Many organizations lack a clearly defined and understood product strategy.
We will discuss the importance of the AIPMM Product Management Framework (PMF) to define and implement a process to conceive, plan and market your company’s products at each stage of their life cycle. We will identify key activities to align business and product strategy with unmet customer needs to create value for your business.
We will describe the typical product life cycle from concept to launch and through product retirement. We will also discuss why growing organizations need to implement a formal product management process to support their product strategy.
Objectives
* Why do you need to define the right product strategy?
* What are the benefits of implementing a product planning process?
* What do you need to constantly create insanely great products?
Contact me at http:/linkd.in/hdelcastillo for more information regarding AIPMM membership or certification courses in your area.
Let me know how I can help you accelerate your career, or create and implement a product strategy and product planning process successfully to grow your business.
This document summarizes the services of SCG London, an international branding and marketing consultancy. SCG London provides strategic branding services including brand strategy, identity design, and branded environment design. Their multi-disciplinary team works across various sectors such as real estate, corporate, and non-profit to create powerful brands that optimize return on investment for clients.
The document discusses future plans for IMP3rove II, an initiative to improve innovation management performance for small and medium enterprises (SMEs) in Europe. It outlines objectives to provide an overview of IMP3rove II activities, share demands for further developing existing services and establishing new ones, and build partnerships. Key plans include upgrading the online platform, intensifying the partner network, establishing a European Innovation Management Academy for training, developing certification schemes, growing the benchmarking database, and conceptualizing a sustainability strategy. Marketing activities are also outlined to promote IMP3rove II and avoid any "white spots".
The document discusses the growth of the mobile market in China. Some key points:
- Mobile internet users in China reached 9.3 billion in 2011, up from 4.57 billion in 2010. The number of 3G users grew 740% to 303 million.
- The mobile gaming market in China was worth 26.4 billion RMB in 2010, growing 180%.
- Mobile apps accounted for 50% of all mobile internet traffic by 2010. The Apple App Store had 425,000 apps and downloads reached 15 billion.
- Major Chinese internet companies like Tencent and Sina have entered the mobile apps space to capitalize on growth. The mobile market is becoming increasingly important in China.
The document provides an overview of Informatica Corporation, including its founding date, number of employees, products, customers, partners, and financial information. It then discusses what it takes to be a great product manager, including being an expert on customers, the product, the market, and the engineering team. It emphasizes developing a teachable point of view and having emotional energy and an edge to motivate cross-functional teams.
This presentation was made at a UK APMG-International Showcase event. Join us in London, 20th June 2013 for keynote addresses, masterclasses and round table discussions with leading PPM visionaries. Free to attend if you pre-register. http://uk.apmg-showcase.com/
This document appears to be a presentation on information architecture and content strategy. It includes:
1. An introduction from Karen McGrane from Bond Art + Science.
2. Several slides about information architecture, visual design, interaction design, and how they relate to content and user experience.
3. Slides discussing why content strategy is important and how it has changed from the past to now.
4. Slides showing how information architecture, user experience, content management, technology, marketing, and content strategy relate to each other.
5. Additional slides discussing topics like naming pain points, defining processes, current site audits, and more in relation to content strategy.
Onion model describes the different roadmap variants from strategy roadmap to product roadmap.
Sipuli-malli kuvaa eri roadmap tasot strategia roadmapista aina tuote-roadmappiin asti.
This presentation will discuss how you can develop your product market strategy to align with corporate operational objectives to drive meaningful development while demonstrating investment value and alignment.
This document provides an overview of a global market research agency called imc Research. It discusses the company's commitment to value and excellence through unique tools, products, data and perspectives. The company employs 171 full-time staff who speak over 15 languages and provide comprehensive research services across multiple industries worldwide. Key aspects include rigorous quantitative and qualitative methodologies, a network of experts and researchers, and versatile research components and tools to enable transformed relationships between organizations and their stakeholders.
This document provides information about an upcoming PMO symposium to be held in Berlin, Germany from June 25-27, 2012. It includes details about keynote speakers, panel discussions, workshops, and networking opportunities focused on project, program and portfolio management offices. Some of the topics that will be discussed are PMO structures and roles, dashboarding and performance measurement, aligning projects with corporate strategy, and using PMOs to manage innovations. The event aims to provide international insights into leading successful PMOs and driving organizational change.
This document summarizes a presentation on strategic alignment between business and IT. The presentation discusses how IT alignment is challenging but necessary in the current economic climate. It emphasizes that alignment is an ongoing process of implementing technology solutions to directly support changing business needs. It provides examples of how to develop strategy, translate strategy into initiatives and projects, and measure alignment. The presentation also outlines negative repercussions of poor alignment and stresses that successful alignment requires involvement from all levels of the organization.
The document discusses using the Skills Framework for the Information Age (SFIA) to create an effective IT organization. It summarizes that SFIA can play a key role in linking an organization's design to its talent strategy by defining required skills and competencies. An effective strategy also considers people processes like performance management, retention, and recruitment to acquire, develop, and manage the necessary talent. While SFIA is useful, an organization must have complementary operating models, HR processes, and a talent strategy to address IT's unique challenges.
The document discusses e-business strategy and implementation planning. It defines strategy and outlines the key steps: propose a future situation, assess the current internal and external environment, and choose a strategy. Implementation planning involves refining scope, identifying activities and resources, developing a schedule, planning procurement and budgets, and managing risks. The outputs should be a project plan to guide effective implementation.
In context of applying to Startup Life I concluded a portfolio of my projects in business development and sales. I hope the presentation also gives insight on my personality, interests and secret weapons!
The document outlines different models for project design and results delivery used by Gemini Consulting. It describes Model A which combines standard improvement techniques within a project management framework. Model B focuses on project integration and quick wins to engage the organization. Model C has three phases of understanding the problem, designing a solution, and implementing answers. Model D is driven by developing an inspiring vision and aligning executive leadership around delivering that vision.
This document summarizes a research study on mergers and acquisitions (M&A) capability. The study involves surveying 900 European serial acquirers to develop a capability maturity model and empirically analyze factors influencing M&A success. Participants will receive a report benchmarking their M&A function and providing ideas for improvement. The survey is based on a qualitative pre-study and M&A capability maturity model developed from expert interviews. Participant data will be kept confidential and analyzed anonymously.
AIT Group is a global management consulting firm that has over 10 years experience in Lean Six Sigma Training, Coacing, and Certification as well as Supply Chain using the SCOR model to transform business processes to standardized and streamlined value streams.
integrating agile in a waterfall world, a presentation from the PMI Global Congress, North America, 2011
To hear the audio go to whitewaterprojects.com
1) SupplyWeaver is a supply chain consulting firm that helps clients improve performance in low-cost supply chains, with a focus on China.
2) They provide end-to-end capabilities including diagnosing client operations, assessing supply bases, improving supply chain performance, managing risks, and assisting with commercial negotiations.
3) Their low-cost supply chain performance improvement model involves analyzing opportunities, developing strategies, aligning processes between partners, managing relationships, and driving continuous improvement.
Introduction
The creation of successful products is essential for companies that want to grow or maintain a competitive advantage. Many organizations lack a clearly defined and understood product strategy.
We will discuss the importance of the AIPMM Product Management Framework (PMF) to define and implement a process to conceive, plan and market your company’s products at each stage of their life cycle. We will identify key activities to align business and product strategy with unmet customer needs to create value for your business.
We will describe the typical product life cycle from concept to launch and through product retirement. We will also discuss why growing organizations need to implement a formal product management process to support their product strategy.
Objectives
* Why do you need to define the right product strategy?
* What are the benefits of implementing a product planning process?
* What do you need to constantly create insanely great products?
Contact me at http:/linkd.in/hdelcastillo for more information regarding AIPMM membership or certification courses in your area.
Let me know how I can help you accelerate your career, or create and implement a product strategy and product planning process successfully to grow your business.
This document summarizes the services of SCG London, an international branding and marketing consultancy. SCG London provides strategic branding services including brand strategy, identity design, and branded environment design. Their multi-disciplinary team works across various sectors such as real estate, corporate, and non-profit to create powerful brands that optimize return on investment for clients.
The document discusses future plans for IMP3rove II, an initiative to improve innovation management performance for small and medium enterprises (SMEs) in Europe. It outlines objectives to provide an overview of IMP3rove II activities, share demands for further developing existing services and establishing new ones, and build partnerships. Key plans include upgrading the online platform, intensifying the partner network, establishing a European Innovation Management Academy for training, developing certification schemes, growing the benchmarking database, and conceptualizing a sustainability strategy. Marketing activities are also outlined to promote IMP3rove II and avoid any "white spots".
The document discusses the growth of the mobile market in China. Some key points:
- Mobile internet users in China reached 9.3 billion in 2011, up from 4.57 billion in 2010. The number of 3G users grew 740% to 303 million.
- The mobile gaming market in China was worth 26.4 billion RMB in 2010, growing 180%.
- Mobile apps accounted for 50% of all mobile internet traffic by 2010. The Apple App Store had 425,000 apps and downloads reached 15 billion.
- Major Chinese internet companies like Tencent and Sina have entered the mobile apps space to capitalize on growth. The mobile market is becoming increasingly important in China.
The document provides an overview of Informatica Corporation, including its founding date, number of employees, products, customers, partners, and financial information. It then discusses what it takes to be a great product manager, including being an expert on customers, the product, the market, and the engineering team. It emphasizes developing a teachable point of view and having emotional energy and an edge to motivate cross-functional teams.
This presentation was made at a UK APMG-International Showcase event. Join us in London, 20th June 2013 for keynote addresses, masterclasses and round table discussions with leading PPM visionaries. Free to attend if you pre-register. http://uk.apmg-showcase.com/
This document appears to be a presentation on information architecture and content strategy. It includes:
1. An introduction from Karen McGrane from Bond Art + Science.
2. Several slides about information architecture, visual design, interaction design, and how they relate to content and user experience.
3. Slides discussing why content strategy is important and how it has changed from the past to now.
4. Slides showing how information architecture, user experience, content management, technology, marketing, and content strategy relate to each other.
5. Additional slides discussing topics like naming pain points, defining processes, current site audits, and more in relation to content strategy.
Onion model describes the different roadmap variants from strategy roadmap to product roadmap.
Sipuli-malli kuvaa eri roadmap tasot strategia roadmapista aina tuote-roadmappiin asti.
This presentation will discuss how you can develop your product market strategy to align with corporate operational objectives to drive meaningful development while demonstrating investment value and alignment.
This document provides an overview of a global market research agency called imc Research. It discusses the company's commitment to value and excellence through unique tools, products, data and perspectives. The company employs 171 full-time staff who speak over 15 languages and provide comprehensive research services across multiple industries worldwide. Key aspects include rigorous quantitative and qualitative methodologies, a network of experts and researchers, and versatile research components and tools to enable transformed relationships between organizations and their stakeholders.
This document provides information about an upcoming PMO symposium to be held in Berlin, Germany from June 25-27, 2012. It includes details about keynote speakers, panel discussions, workshops, and networking opportunities focused on project, program and portfolio management offices. Some of the topics that will be discussed are PMO structures and roles, dashboarding and performance measurement, aligning projects with corporate strategy, and using PMOs to manage innovations. The event aims to provide international insights into leading successful PMOs and driving organizational change.
This document summarizes a presentation on strategic alignment between business and IT. The presentation discusses how IT alignment is challenging but necessary in the current economic climate. It emphasizes that alignment is an ongoing process of implementing technology solutions to directly support changing business needs. It provides examples of how to develop strategy, translate strategy into initiatives and projects, and measure alignment. The presentation also outlines negative repercussions of poor alignment and stresses that successful alignment requires involvement from all levels of the organization.
The document discusses establishing an Enterprise Performance Management (EPM) competency center. It outlines that such a center is needed to continuously improve business processes, drive fact-based decisions, and align execution to strategy after ERP/EPM projects. The competency center would oversee areas like business process optimization, data maintenance, management reporting, and continuous user training. It proposes that the center have roles across enabling people, managing processes, and supporting technology to fulfill its goals.
PPM Challenge #4: Improving PPM Maturity – 2012 PPM Challenge and Opportunity...EPM Live
This document discusses improving project and portfolio management (PPM) maturity. It begins by recapping previous challenges around prioritizing demand, project communication and reporting, and providing value at different levels. It then introduces challenge #4 as improving PPM maturity across the organization. The document discusses establishing a plan to benchmark effectiveness and move up in common PPM maturity models. Finally, it provides an overview of key dimensions to consider at each maturity level, including people, processes, technology, financial management, and relationships.
This document discusses factors to consider when planning an agile rollout in a product development environment. It outlines challenges like managing different product lifecycles and complexities. Agile helps address delivery and business value challenges through continuous improvement, building cross-functional collaboration, and focusing on the end state rather than metrics. The document also discusses adopting agile practices at the portfolio/program level through maturity models, communities of practice, governance processes, and budgeting.
This document provides an overview of iLEAD Consulting, a management consulting firm that aims to provide enabling solutions to small and medium enterprises. It discusses iLEAD Consulting's practice areas which include marketing strategy, IT solutions, production and operations, HR solutions, startup consulting, and growth strategies. It also outlines iLEAD Consulting's approach, which involves understanding the client problem, researching available information, identifying potential alternatives and developing analytical models to quantify financial benefits. Finally, it discusses iLEAD Consulting's principles of pursuing high standards of excellence and focusing on delivering unbelievable results to clients.
Defining organizational project management 2012Nigel Williams
Organizational Project Management (OPM) involves the systematic management and integration of temporary projects, programs, and portfolios to enable strategic initiatives in organizations. OPM can be viewed as both an organizational structure, where companies are made up of interconnected projects, and as a set of practices to evaluate and improve project management maturity. Effective OPM requires considering key elements like positioning projects within the organization's strategy, governance structures, interfaces between projects, practices, and performance measurement.
What You Need to Know Before Upgrading SharePoint 2010Perficient, Inc.
This document provides guidance on upgrading from SharePoint 2010. It recommends learning about SharePoint's features and improvements, building a business case, developing a roadmap, establishing governance, carefully planning and testing the implementation, validating the results, and evolving the system over time. Key steps include identifying customizations, preparing the environment, minimizing downtime during the upgrade, monitoring progress, and assessing the deployment. Success requires commitment from management and allowing flexibility for collaboration on the roadmap.
The sourcing function in any company is an important one. I like to call it the engine that drives your hiring. From an RPO perspective (or sourcing team for that matter), you can’t afford to be building your car while you are driving it down the road. In this webinar, I will discuss some strategies around the sourcing function to give you ideas on how to build or enhance your sourcing team, roadblocks to be aware of and lessons learned from my experience. We will look at scenarios on what works and what doesn’t. From a tactical standpoint, I will discuss some tools/resources that are instrumental in a sourcing department as well as some insight into what job boards, databases, and data mining tools work best. Every company is not the same and will need to evaluate what works best to attract the right type of candidates. Recruiters can be more efficient and productive when they have a strong sourcing team aligned correctly to the business. It allows them to focus more on ensuring the right candidates are being put in front of your hiring teams and less time is spent on interviewing.
Neumann Consulting International provides management, IT, and marketing consulting services operating since 1999. They have over 450 completed projects for clients worldwide, focusing on the Middle East. Their expertise includes business strategies, IT development, mergers and acquisitions, HR management, and marketing. They take a modular approach to projects and can provide strategic advising, project management, specialist expertise, or full integration services.
Neumann Consulting International provides management, IT, and marketing consulting services operating since 1999. They have over 450 completed projects for clients worldwide, focusing on the Middle East. Their expertise includes business strategies, IT development, mergers and acquisitions, HR management, and marketing. They take a modular approach to projects utilizing strategic advising, project management, specialist roles, and integration services.
One of the secrets of successful technology companies is the capability and capacity of their product management function. Awareness for product management need arises from signs such as disconnect between the strategic vision of the CEO and day-to-day product development activities, lack of communication and coordination between engineering, marketing, sales, finance and legal groups, missed launch dates, or lost opportunities in competitive situations with large accounts. This Technology Multipliers webinar provides a comprehensive overview of product management concepts, process, and keys to success for technology companies.
The document provides guidance on creating and maintaining effective business partnerships in the information technology industry, outlining strategies for establishing relationships with key decision makers, leveraging sales teams, developing engagement plans, and tracking partnerships using a relationship management system to identify problems and generate revenue leads. It also includes examples of IBM's approach to sales, marketing, communications, and channel enablement to support partnerships. The goal is to help technology providers identify partners' capabilities and competitively pursue major procurements.
Implementing Enterprise PPM for Multi-Maturity Organizations EPM Live
The document discusses implementing an enterprise project portfolio management (PPM) system for an organization with varying levels of PPM maturity across business units. It notes that a successful PPM solution must provide value to all levels of users, from executives to project managers to team members. It then outlines a PPM maturity model and shows how maturity can differ across units of an enterprise. Finally, it argues that an enterprise PPM tool needs flexibility to address the diverse requirements across a multi-maturity organization through features like customizable workspaces and the ability to reuse best practices while supporting varying methodologies.
Success Software Services is a Vietnam-based IT outsourcing company established in 2007 with 60 employees specializing in web development, data warehousing, and mobile app development. The company's management team is led by CEO Tran Cong Thanh and has experience working with large clients. Success provides both project-based and dedicated team engagement models using technologies like Java, .NET, PHP, and databases like SQL Server and Oracle. It has successfully delivered over 70 projects for clients in Vietnam, Japan, the US, and Europe.
This document provides an overview of Cobb Solutions, a custom software development and services firm. It describes the company's 17 years of experience, core values of developing long-term relationships and exceptional customer service. It also outlines Cobb Solutions' business services portfolio and descriptions, lists some clients, and describes their software development lifecycle and case studies including automating processes for First Choice Power.
This document contains summaries of two articles related to corporate branding of sustainability efforts.
The first article discusses how Earth Day has become a major marketing opportunity for companies, especially those with large carbon footprints, to promote their sustainability initiatives.
The second article examines Johnson Controls' rebranding efforts from 2006 to 2008 to align their brand more closely with their focus on sustainability and creating smart, efficient environments. It outlines the phases of the rebranding process and lessons learned around internal preparation and education.
Similar to Internet Marketing Campaign Sample: Graduate Distance Engineering Education (20)
Internet Marketing Campaign Sample: Graduate Distance Engineering Education
1. Internet Marketing
UNIVERSITY OF COLORADO BOULDER
Online Graduate
Engineering Programs
A select set of flexible graduate programs
available in the classroom, from a
distance or both. 24/7 distance access is
powered by the Center for Advanced
Engineering and Technology Education
Engineering Management Program
Interdisciplinary Telecom Program
Electrical, Computer and Energy Engineering
Computer Science
Digital Energy Program
Aerospace Engineering Sciences
Renewable Energy
Sep 2011-May 2012
A Case Study
3. From Silo to Integrated
Synergistic Strategy
• Build brand awareness and
name recognition
– Sustainable competitive
positioning
– Key messaging
• Increase sales
(increase enrollments)
– In order to increase
enrollments, you need lead
generation and lead nurturing May 2011 – May 2012
• Marketing = lead generation • Situation analysis
• Sales = lead cultivation • SWOT
• Advising = lead conversion
• Four P‘s analysis
• Metrics: accountability for
established conversion points • Target audience
• Current condition
• Competitive landscape
• Fiscal goals
• Product development
• Infrastructure
• Market research
• Business development
• Marketing strategy
• Lead generation
• Internet marketing
• Digital media creation
• Materials strategy
1/8/2013 DRAFT Marketing Plan.. work in progress
5. Baseline & Goals
• CAETE – 400 base enrollments
– 2012: 40 new enrollments
• EMP (576 distance students for fall
2010, spring/summer 2011)
– 35 new enrolled for fall/spring
2011
– 30 new applicants for Oct 15
deadline
• ITP (55 new on campus students 8 new
distance students for 2010-11,
entering this fall 35 new 2011)
• DLP (444 distance for Aero, Civil,
Computer Science, Electrical &
Computer, Mechanical and Business for
fall 2010, spring/summer 2011)
1/8/2013 DRAFT Marketing Plan.. work in progress
7. Brand Hierarchy
• High quality graduate
education from CU-Boulder
• Program part of a select
set of flexible options
available in person, from a
distance or both
University of Colorado Boulder
• From the highly ranked
College of Engineering and
Applied Science
Program
8. Competitive Brand & Position
Positioning ―distance education‖
• CAETE, EDGE, LOGin, UNITE
• University name online e.g. Acronyms provide little value in
ASUOnline marketing
• College/School name online Online can be confused with IEEE
e.g. Engineering for and other “association” professional
Professionals (Purdue) training
• Associated with professional
studies and or continuing Separate from College of
education e.g. Stanford Engineering but raises the question,
Center for Professional is it equal?
Studies Is it the real deal – lesser quality
than those who earn their graduate
degree on campus?
10. [key message grid]
Use Steps Final Document Application
The Key Message Grid is
used by all individuals
who are involved in The ―final‖ Grid is a
preparing and distributing living, breathing
any messaging for an document - one that
organization. 10 Steps from evolves and is added to
Upon completion - the
over time.
evaluation to Grid is the primary tool
This includes
execution for a writer creating
• Leadership The core of the content
materials for multiple
• those who answer the in the Grid should not
mediums
phone change unless the
• administrators overall mission and
• web site authors vision of the
• vendors organization changes.
• employees who serve
on committees
A process to achieve Maintain Voice and
One Voice Empowerment in message
consistency consistency
11. Leadership, Business Performance, Project
Management, R&D Management
Tags
• Lead the future of
The Lockheed Martin
Engineering Management
Engineering Management
• Manage your highly
Program at the University of
successful career
Colorado-Boulder provides a
• The growing alternative for
high quality graduate-level engineers in business
academic curriculum established
• The MBA for the technical
to serve working engineers and mind
technical professionals wherever
they are.
13. Lead Generation Process
Lead
Generation Name goes
Activities Fill out into
Referrals Cultivation Close
online form database >
1:1 marketing prospect
SEO
Purchased
names
Internet mkg Auto e-mail Customized Multiple touch points Try before you apply
personal email Register
Advising meetings
Phone calls Apply
Response emails
CREATE CONVERSIONS
Positioning | Key messaging | Virtual Info Sessions | Web content | Materials
14. Lead Management Process Flow
Phase 1: Generation & Cultivation
Phone Personalized ―thank you,‖ Yes Send applicable welcome
email;
<CAETE Front Desk ECOT 206>
Auto elevator speak, &
<Admissions Dir,
Email invitation email with Has lead 2 week turnaround>
applicable attachments or
Walk-in Inquiry Sources applied or
letter with 6x9/one-pager;
answer specific questions registered?
& refer specific questions Send applicable follow-up
E-mail to the appropriate grad email;
CRM
advisor No <Admissions Dir,
<Front Desk, 2 week turnaround>
<Front 24 hr turnaround>
Events Desk>
Two-week follow-up email
Campaigns re: benefits of program &
invitation to take action
Collect attendance (visit on-site or virtual,
Will receive all webinar or info session,
information
emails from apply, register
<Front Desk>
CAETE office <Admissions Dir,>
Eighteen-week follow-up Twelve-week follow-up
Sixteen-week follow-up Eight-week follow-up email Four-week follow-up email
email re: information email re: application
email re: why CU & re: employment re: alumni connection &
session / experience and/or registration &
invitation to take action opportunities & invitation invitation to take action
webinar & invitation to invitation to take action
(visit on-site or virtual, to take action (visit on-site (visit on-site or virtual,
take action (visit on-site or (visit on-site or virtual,
webinar or info session, or virtual, webinar or info webinar or info session,
virtual, webinar or info webinar or info session,
apply, register session, apply, register apply, register
session, apply, register apply, register
<Admissions Dir,> <Admissions Dir,> <Admissions Dir,>
<Admissions Dir,> <Admissions Dir,>
14
15. Lead Management Process Flow
Phase 2: Admission Phase 3: Acceptance
Follows registration Admitted = Grad Advisor Decline = Grad Advisor
procedures, non-degree sends acceptance letter sends survey to student re:
Converted Leads
students receive with deadline to accept, why they opted not to
registration confirmation decline, or defer attend
from CAETE Registrar
Registered or Ready to
Register
Defer = Grad Advisor send
Admitted deferment letter
or Denied
Applied or Ready to CRM
Apply
Grad Advisor sends link to
Accepted = Grad Advisor
application form & follows
sends admission paperwork
up until application
to Registrar (CEPS or main
received Denied = Grad Advisor campus) & sends letter and
sends denial letter promotional item to
student
Enroll (registration) = Grad No Show = Grad Advisor
Advisor sends letter & sends survey to student re:
promotional item why they opted not to
attend
Phase 4: Attend & Retain
Attend = Grad Advisor
sends letter & promotional
item
15
16. Prospect Communication Process
Prospect option to Opt-Out
Benefits-Focused Emails
Personal call
or email by
Auto email
marketing 2 3 4 5 6 7 8 9 10
(within 48 hours)
Info entered
in database
Answer
or lead
generic • Online meetings
management
questions
tool • Email response
• Phone calls
• Face to face meetings
• Web updates, videos
Refer specific • Marketing materials
questions to
adviser • Strategic personal touch by
marketing
• Online chat
18. July - Dec 2011 Marketing Strategy & Tactics
2010 2011 2012
July Aug Sep Oct Nov Dec Jan Feb Mar April May June July Aug Sep Oct Nov Dec Jan
Get familiar with EMP, ITP, DEP, CAETE, CEAS and CU Boulder – students, faculty, staff and internal bridge-building
Website analytics, SEO
Competitive Analysis
Distance programs ITP, DEP, EMP and the rest…. SWOT in process
Current Condition - EMP
Enrollment stats, strengths,
weaknesses, barriers, opps Advertising &
Military Fairs CRM– Lead
EMP
Manageme
Access
EMP Image, Brand – nt Process
Dbase Market Research – Focus Groups
Logos, key messages,
Strategic Plan
Gradschools.com listing, banners, pay-per-click
Collateral materials, PowerPoints, Web, Creative Assets
Print publications, merchandising, landing pages, EMP web overhaul/CMS, photography, video
capture, features
Synergy Marketing
Current Condition – ITP, DLP
Goals, analytics, internet mkg, lead gen,
Enrollment stats, strengths,
weaknesses, barriers, opps proj man
Email & Online Meetings
Digital Energy Business Development Pilot – Ball
launch plan Aerospace, NREL, SWE
19. Jan - July 2012 Marketing Strategy & Tactics
Jan Feb March April May June July
Business Development Pilot – Ball Aerospace, NREL, SWE
CRM launch + prospect email “drip” campaign
Websites – EMP, ITP
Local radio – NPR
Internet marketing
(Landing pages, email template, banner ads)
Creative Assets
1-pagers; Degree & Certificate Sheets; Faculty Profiles; Research and Student Projects; Courses
Video Testimonials – Students, Faculty and Alumni
Publicity – 3-5 articles
Conversion process continual improvement+ Weekly Analytics & Reporting
21. Communication Funnel
Emails & Info Sessions: Fall 2011
Day-to-day program engagement: emails, phone calls, web searches, advising
Remove from
prospect list
(KL/PT)
Opt Out
4-6 weeks later 4-6 weeks later
receive follow up 1 receive follow up 2
email from KL/PT email from KL/PT
E-mail
No Response
4-6 weeks later
Thank you - check
Sign up – Attend receive follow up
out spring class
Email sent with email from KL/PT
Signs up for Info
Info Session log in
Session
info Sorry we missed
Sign up – Do Not
you Invite to next
Attend
session
Goals for Marketing
• Test drive the process
• Learn
• Adjust
• Try again
22. Email Tests & Online Info Sessions
October | November | December
E-mail #1
• Theme: ―Thank you for Connecting with
Us‖
• Call to action – sign up for info session and
pick a course that starts in the spring
• Email drops Sep 30
• Follow ups with info session log in info
• Follow ups post info sessions (per program)
Oct Info Session
• Focus: Background and features of program
• Program features: length, pricing, degrees,
certificates, calendar items
• Program flexibility – distance and on campus
• Who is the program, why this program
• Next steps – start a class now, connect with
advisor
23. SWE & Ball Aerospace
Webinar | Kick Off Mtg
• Theme ―Continuing
education‖
• Focus: Graduate
engineering education
with emphasis on CAETE
programs
• Listening and learning
Webinar-Specific Notes
• Two faculty, 1 current student, 1 alumni
(Marcie/Rebecca facilitate)
• November webinar
• 10% discount
• One hour lunch and learn
• Live format with Q&A
• Taped for future viewing
• Invites will go local, regional and national
25. Multimedia Development
Video B-roll and interviews
• Purpose: Use in series of videos
to be produced for web,
advertisements, email
• Goal: Library of generic footage
for 2-3 year use
• Key messages to convene
• Graduate-level EMP video: Grant Beverage, alumnus
• Anytime, anywhere with
mobility
• Breadth and depth of region
• CU statistics and rankings
Shot List
• Campus
• Boulder
• Denver
• Interlocken
EMP video: MaryKate O’Brien, student
27. Database Development & Lead Management
Customer Relations Management System | salesforce.com
• Central management for all incoming leads
• Qualify leads
– A (Alpha) interested, timing, tuition on
track
– B (Beta) interested, not committed in
timing or tuition Create an ―ideal‖ for
the prospect—one
– Z (Zeta) non responder for 24 months that plays to our
• Drip Messaging particular strengths.
– Develop a high quality steady flow of I want to get a
communications, with program specific master‘s degree
information, with calls to action to keep I want to start
the prospect engaged in order to deliver next fall
a positive brand experience. My company has
education
– Thematic emails that cover important benefits
topics relating to distinctive program
benefits and features as well as critical
issues to resolve when selecting your
program.
28. Drip Messaging as part of CRM
Email 2
ETC Email 3
Beta Status
Email 10 Email 4
BETA status
changes to ALPHA
when prospect
clicks “I’m ready
to connect”
Email 9 Email 5
Email 8 Email 6
Email 7
30. Internet Marketing
Go global > Capture their data > Convert
• Purpose and message:
• Increase enrollment
• Build awareness
• Engage prospects when they
Components
are actively thinking about
• Banner ads
returning to school for one of • Adwords
these areas of study • Skyscraper ads
• Landing pages
• Encourage them to enroll in a
• Monitor,
class now and apply later. reporting,
analytics
Goals
• 4% increase in
applications
• 10% increase in
enrollment
32. Internet Marketing
• PPC Campaign with a $0.72 bid price Facebook
• Flight: 3/13/12 – 5/31/12
• Targeting: Detailed on following slides
by program
Total Facebook Investment: $7,760 gross
33.
34. Internet Marketing
LinkedIn
ITP, DEP, CS ECEE, AERO EMP
CPC Campaign with a $3.65 bid price CPC Campaign with a $3.65 bid price • CPC Campaign with a $3.65 bid price
Flight: 3/13/12 – 5/31/12 Flight: 3/13/12 – 5/31/12 • Flight: 3/13/12 – 5/31/12
Estimated Target Audience: 61,442 Estimated Target Audience: 67,077 • Estimated Target Audience: 128,770
Adults: 25-34 Adults: 25-34
• Adults: 25-34
Selected Locations Selected Locations
• Selected Locations
• Colorado, California, Texas • Colorado, California, Texas
Selected Industries Selected Industries • Colorado, California, Texas,
Georgia, Massachusetts, Alabama,
• Computer & Network Security • Computer & Network Security
New York, Arizona, Washington
• Computer Hardware • Computer Hardware DC, Washington
• Information Technology and Services • Information Technology and
• Selected Industries
• Telecommunications Services
• Telecommunications • Computer & Network Security
• Mechanical or Industrial Engineering
Selected Job Functions • Mechanical or Industrial • Computer Hardware
Engineering • Information Technology and
• Information Technology
• Aviation & Aerospace Services
• Engineering
Selected Job Functions • Telecommunications
• Information Technology
• Mechanical or Industrial
• Engineering Engineering
• Aviation & Aerospace
• Selected Job Functions
• Information Technology
• Engineering
Total Linked In Investment: $7,760 gross
35. Internet Marketing
Banner Ads
• Demo Targeting: Adults 25-34, College Graduates
• Behavioral Targeting: Increase awareness and
drive enrollment by targeting users who are
actively performing behaviors related to your
ideal audience. (see definition of Education
Seekers on following slide)
• Geo Targeting: Colorado, California, Texas
• Channel Targeting: ‗News & Information',
‗Education‘, ‗Science‘
• Keyword Targeting: Include all of the relevant
Undergrad programs that associate with ITP, DEP,
EMP, AERO, ECEE & CS
• Site Retargeting: Continue to reach users who
have visited your site across a network of sites
through pixel tracking. Site re-messaging allows
CU to remain top of mind with a valuable
audience who has already expressed intent,
increasing the opportunity to drive enrollment.
36. Animated Banner Ads Internet Marketing
Aerospace Banner Ads
EMP
DEP
Banner Ad
Flash | 160x600
37. Animated Banner Ads Internet Marketing
Aerospace Banner Ads
EMP
DEP
Banner Ad | 300x250
Banner ad | 728x90
38. Landing page
Internet Marketing
How it works…
Banner ad
Auto thank you email
Why CU page
40. Reporting & Adjusting
Types of Reports
• Banner performance using audience
science
• Pay-Per-Click performance
• Campaign Summary
• Search term report
• Google Analytics
o Unique visitors
o Form visits
o Referring search engines and sites
o Keywords
o Top visited sites
o Visitor loyalty
o Visitor reach
1/8/2013 DRAFT Marketing Plan.. work in progress
41. Reporting & Adjusting
Banner Ad Report
Banner Ad Report (2 week snapshot)
What matters
• Impressions: How many
times the banner
appeared
• Clicks: How many times
a user clicked-through
to the landing page
• CPC: Associated cost
each time the banner is
clicked on
• Conversion: Number of
individuals who clicked
on the banner and went
to landing page
42. Reporting & Adjusting
Overall Campaign Report
Campaign Report (2 week snapshot)
What matters
• Impressions: How many times the
program key words were searched
• Clicks: How many times a user clicked-
through
• Average position: Where the program
showed up on a search engine list
• Conversion: Number of individuals who
submitted the request info form
43. Reporting & Adjusting
Key Term Report
Key Words and Key Phrases (2 week snapshot)
What matters
• Ad Group: Category assigned to the various graduate program
• Campaign: Name of campaign affiliated with graduate program
• Impressions: Number of time key word or phrase appeared on a search or
affiliate site
• Clicks: Performance of the key term
• CPC: Cost affiliated with key term based on performance
• Conversion rate: % of time key term led to a click through to the landing
page
44. Reporting & Adjusting
Cost per Click & Social Media
Key Words and Key Phrases (2 week snapshot)
45. Reporting & Adjusting
Google Analytics
1 year snapshot
Google Analytics
• Unique visitors
• Form visits
• Referring search
engines and sites
• Keywords
• Top visited sites
• Visitor loyalty
• Visitor reach
46. Reporting & Adjusting
Google Analytics
1 year snapshot
Google Analytics
• Unique visitors
• Form visits
• Referring search
engines and sites
• Keywords
• Top visited sites
• Visitor loyalty
• Visitor reach
47. Progress Report
Fall 2012
Measurable
• 10% increase in enrollments and
new students for 2012 met
• 20+ new applicants for spring 2013
• 2,000+ new prospects
• Increase of on campus students
Other Benefits
• Increased awareness
• Increase to consistency of message
• Improved ranking in search engines
• Solid brand for affiliation with CU
Boulder
1/8/2013 DRAFT Marketing Plan.. work in progress
Editor's Notes
Worse case scenarioWe have numbers we can’t achieve but because we’ve designed our marketing efforts around metrics – we’ll have better information to know why were not successful.CAETE – 400 base enrollments2012: 40 new enrollmentsEMP (576 distance students for fall 2010, spring/summer 2011)35 new enrolled for fall/spring 201130 new applicants for Oct 15 deadlineITP (227 distance students for fall 2010, spring/summer 2011)DLP (444 distance for Aero, Civil, Computer Science, Electrical & Computer, Mechanical and Business for fall 2010, spring/summer 2011)Digital Energy – 2011On campus masters: 3 fall, 7 spring Distance masters: 3 fall, 7 springCertificates: 3 fall, 7 springDigital Energy – 2012On campus masters: 16 fall, 20 spring Distance masters: 16 fall, 23 springCertificates: 13 fall, 16 spring
Worse case scenarioWe have numbers we can’t achieve but because we’ve designed our marketing efforts around metrics – we’ll have better information to know why were not successful.CAETE – 400 base enrollments2012: 40 new enrollmentsEMP (576 distance students for fall 2010, spring/summer 2011)35 new enrolled for fall/spring 201130 new applicants for Oct 15 deadlineITP (227 distance students for fall 2010, spring/summer 2011)DLP (444 distance for Aero, Civil, Computer Science, Electrical & Computer, Mechanical and Business for fall 2010, spring/summer 2011)Digital Energy – 2011On campus masters: 3 fall, 7 spring Distance masters: 3 fall, 7 springCertificates: 3 fall, 7 springDigital Energy – 2012On campus masters: 16 fall, 20 spring Distance masters: 16 fall, 23 springCertificates: 13 fall, 16 spring