Each year we publish an annual report along with a graduate schools yearbook to give you an insight into our many research projects, results and activities at DTU Chemical and Biochemical Engineering.
Chicago TREND (Transforming Retail Economics of Neighborhood Development) combines innovative predictive analytics, deal brokering and financial products to support "retail on the leading edge" of emerging neighborhood markets. The new initiative - including partnerships with ICSC, Nielsen, Econsult Solutions and leading retailers and developers - aims to enable retailers, developers, investors and neighborhoods to better target particular types of retail to specific changing neighborhoods offering retail opportunity that will help drive the neighborhood change. The initiative is led by Lyneir Richardson. To discuss potential retail development and partnership opportunities, please contact him at lyneir@rw-ventures.com.
521 announcement 29102013 interim financial report q3 2013Jianping Wong
Jens Bjorn Andersen, CEO: "The markets of DSV are still characterised by low growth and fierce competition. DSV is on the right track and is gaining market share in most markets, and we are making strong headway within sea freight in particular. The reported operating profit for Q3 is in line with last year and our cash flow also shows positive development. Under the circumstances we are satisfied with this performance, however it is obvious that DSV’s goal is to deliver earnings growth."
DSV maintains its full-year outlook for 2013 previously announced.
Read the entire financial report in English or Danish by clicking on the below links:
DSV Tracking:http://www.expresstracking.org/dsv/
Stora Enso's newsletter for stakeholders
Topics covered:
Living the code of conduct
Piloting WWF methodology for assessing landscape changes
Multi-stakeholder dialogue on plantations
A transparent process for forest certification
Highly rated climate strategy
A new solution for sustainable shelves
Building up commitment through e-learning
Each year we publish an annual report along with a graduate schools yearbook to give you an insight into our many research projects, results and activities at DTU Chemical and Biochemical Engineering.
Chicago TREND (Transforming Retail Economics of Neighborhood Development) combines innovative predictive analytics, deal brokering and financial products to support "retail on the leading edge" of emerging neighborhood markets. The new initiative - including partnerships with ICSC, Nielsen, Econsult Solutions and leading retailers and developers - aims to enable retailers, developers, investors and neighborhoods to better target particular types of retail to specific changing neighborhoods offering retail opportunity that will help drive the neighborhood change. The initiative is led by Lyneir Richardson. To discuss potential retail development and partnership opportunities, please contact him at lyneir@rw-ventures.com.
521 announcement 29102013 interim financial report q3 2013Jianping Wong
Jens Bjorn Andersen, CEO: "The markets of DSV are still characterised by low growth and fierce competition. DSV is on the right track and is gaining market share in most markets, and we are making strong headway within sea freight in particular. The reported operating profit for Q3 is in line with last year and our cash flow also shows positive development. Under the circumstances we are satisfied with this performance, however it is obvious that DSV’s goal is to deliver earnings growth."
DSV maintains its full-year outlook for 2013 previously announced.
Read the entire financial report in English or Danish by clicking on the below links:
DSV Tracking:http://www.expresstracking.org/dsv/
Stora Enso's newsletter for stakeholders
Topics covered:
Living the code of conduct
Piloting WWF methodology for assessing landscape changes
Multi-stakeholder dialogue on plantations
A transparent process for forest certification
Highly rated climate strategy
A new solution for sustainable shelves
Building up commitment through e-learning
Doug Moore, CFO of CREDO Mobile™, tells us how his organization made a unique business model even more powerful by leaping into the wireless business — and as a result is making an even bigger impact on world peace, equality,human rights and the environment.
The COVID-19 pandemic significantly altered how medical practitioners provide care to patients. Medical centers are responding to the pandemic through a rapid adoption of digital tools and technologies such as telemedicine and virtual care.
UKUPA Jan 09: User Experience In A DownturnUXPA UK
Gerred Blyth (Lighthouse Experience) and Be Kaler Blake (Aquent) presented on their perspective on the user experience industry and how companies and individuals can cope and find opportunities during the economic downturn. Discussions and pop quiz results from the evening are incorporated in the slides.
The Facility, together with its partners FSDA and AFD, organized a webinar on "Making change happen within insurers".
In this webinar, we highlighted the change management activities of two partners - AXA Mansard (Nigeria) and SUNU Assurances (Cote D'Ivoire). It also outlined FSDA and ILO's change management framework and step-by-step process.
The presenters discussed activities, results and lessons that will be helpful to other organizations that wish to go through a similar change process.
Presenters: Omosolape Odeniyi (AXA Mansard), Gildas N'Zouba (SUNU Assurances) and Paul Musoke (FSDA). Moderator: Aparna Dalal (the ILO's Impact Insurance Facility).
Similar to Leadership Mini Case - Turnaround at TDC Sunrise (20)
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"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
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This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
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Leadership Mini Case - Turnaround at TDC Sunrise
1. LEADERSHIP MINI CASE
TURNAROUND AT TDC SUNRISE
Summary from
Turnaround at TDC Sunrise: The Exemplary Leadership of Kim Frimer
By George Rädler
SETYO BUDIANTO
www.setyobudianto.com
2. BACKGROUND
1. A struggling Swiss telecoms provider
• Sunrise began as a Swiss telecoms operator for fixed line and internet
services. In late 2000, it merged with diAx, another Swiss company
operating with a mobile/wireless license.
• The mobile division – normally the most profitable and promising
part of the business – was losing 9 per cent of its customers per
month.
2. In December 2000, Mr Frimer was asked to jump in as president and
CEO of Sunrise.
3. THREE YEARS LATER
• Between 2000 and 2003, Sunrise nearly doubled its subscriber base for
mobile phones, enabling it to regain the number two position in the
market, and it launched various product innovations for fixed line and
internet users.
• Sunrise had returned to profitability – a year earlier than expected – with
a net income of 8.8 per cent of sales.
4. HOW DID SUNRISE ACHIEVE SUCH IMPRESSIVE RESULTS?
Embedding a “get-it-done” system
• Weekly management board meeting
• Project board
• One-on-one
• Taskforces
Enrolling the front-line employees
• Set up two marketing boards
• Direct contact with front-line staff via “power breakfast” meetings held every
six weeks
• All employees were invited to the “EMT (executive management team) on
tour” event, , which took place twice a year at each location.
Maintaining discipline in the organization
• Business unit strategy review meetings, “what they were doing, what
challenges and issues they were facing”
5. THE KEYS SUCCESS FACTOR
See where the money
• Sunrise carefully scanned the competitive environment and tried to
understand how companies competed. How did they differentiate their
product offering? Where was money to be made?
• The company’s positioning as “the most human telecoms provider” was
distinct from its rivals.
The “get-it-done” system
• Implement a rigorous and systematic method of managing down,
managing up and managing external customers
Focus on the big issues of customer challenges and opportunities,
revenues and cost. This brought the company back to profitability with
increasing market share.
6. LEADERSHIP OF KIM FRIMER
• Simplify and adapt the business situation so everyone could understand
it.
• Personal style of adapting to various personalities. One on One
communication if needed.
• Optimistic beliefs of employees by publicly announcing that they would
beat their main competitor for mobiles.
• Continuing sense of progress: achieving goals, such as becoming the
number two provider for mobiles
• Have a system for diagnosis, influence, delegation and control, and he
embedded a set of methods that got results.