CSI Mumbai organised Knowledge Forum on theme IoT. Loginext presented there system of tracking ecommerce shipments and analytics they offered to their customers. Here is brochure from there side.
A few weeks ago, LogiNext was invited to conduct a workshop at NASSCOM Product Conclave 2015 on one of my favorite areas of interest - Big Data. Big Data is one of the biggest buzzwords of our time but LogiNext believes in putting it to real-world situations. Here are the slides from the talk focussing on use cases in different industries including Logistics.
The document discusses the practice of strategy, including who should be involved in strategizing, different approaches to strategizing, and methodologies used. Key people involved include top managers, strategic planners, strategy consultants, and middle managers. Effective strategizing requires considering which people are best suited for different strategic issues. Common approaches include analysis, issue selling, decision-making structures, and communication. Methodologies include strategy workshops, projects, hypothesis testing, and writing business cases and strategic plans.
This document discusses strategic change and leadership. It covers types of strategic change, including adaptation, reconstruction, revolution, and evolution. Context is important in change management. Leadership roles in change include envisioning strategy, aligning the organization, and embodying change. Styles of managing change include education, collaboration, participation, direction, and coercion. Levers for change include making a case for change, challenging norms, changing processes, symbolic changes, and power structures. Managing revolutionary versus evolutionary change differs in pace and approach.
This document discusses organizing structures and control systems for business strategy. It outlines different structural types including functional, multidivisional, matrix and project-based. It also examines control systems such as planning, targets and scorecards. The key challenges of control, change, knowledge and internationalization are addressed. Configurations are defined as mutually reinforcing strategy, structure and systems elements, though they also present dilemmas for management.
This document discusses strategy development processes in organizations. It explains that strategy can be either intended, through formal planning processes led by managers, or emergent, through incremental decisions over time. Intended strategies are developed through strategic leadership, strategic planning, and external imposition. Emergent strategies arise from logical incrementalism, political processes within the organization, continuity from prior decisions, and existing organizational systems and routines. Managing strategy development involves navigating both intended and emergent approaches, and is shaped by the organizational context.
This document discusses techniques for evaluating strategic options based on three criteria: suitability, acceptability, and feasibility. It outlines various methods for assessing each criterion, including ranking strategies, scenario analysis, and financial analysis tools like sensitivity analysis, break-even analysis, and cash flow forecasting. The document also addresses how to evaluate if an organization has the necessary resources, skills, and management capabilities to successfully implement different strategies.
This document summarizes key topics from a textbook chapter on mergers, acquisitions, and strategic alliances as methods for business strategy and development. It outlines the learning objectives, defines organic development, mergers and acquisitions, and strategic alliances. It then discusses factors for choosing between these options, such as urgency, uncertainty, and capability modularity. Finally, it presents success factors for each method like planning, cultural fit, coordination, and flexibility.
A few weeks ago, LogiNext was invited to conduct a workshop at NASSCOM Product Conclave 2015 on one of my favorite areas of interest - Big Data. Big Data is one of the biggest buzzwords of our time but LogiNext believes in putting it to real-world situations. Here are the slides from the talk focussing on use cases in different industries including Logistics.
The document discusses the practice of strategy, including who should be involved in strategizing, different approaches to strategizing, and methodologies used. Key people involved include top managers, strategic planners, strategy consultants, and middle managers. Effective strategizing requires considering which people are best suited for different strategic issues. Common approaches include analysis, issue selling, decision-making structures, and communication. Methodologies include strategy workshops, projects, hypothesis testing, and writing business cases and strategic plans.
This document discusses strategic change and leadership. It covers types of strategic change, including adaptation, reconstruction, revolution, and evolution. Context is important in change management. Leadership roles in change include envisioning strategy, aligning the organization, and embodying change. Styles of managing change include education, collaboration, participation, direction, and coercion. Levers for change include making a case for change, challenging norms, changing processes, symbolic changes, and power structures. Managing revolutionary versus evolutionary change differs in pace and approach.
This document discusses organizing structures and control systems for business strategy. It outlines different structural types including functional, multidivisional, matrix and project-based. It also examines control systems such as planning, targets and scorecards. The key challenges of control, change, knowledge and internationalization are addressed. Configurations are defined as mutually reinforcing strategy, structure and systems elements, though they also present dilemmas for management.
This document discusses strategy development processes in organizations. It explains that strategy can be either intended, through formal planning processes led by managers, or emergent, through incremental decisions over time. Intended strategies are developed through strategic leadership, strategic planning, and external imposition. Emergent strategies arise from logical incrementalism, political processes within the organization, continuity from prior decisions, and existing organizational systems and routines. Managing strategy development involves navigating both intended and emergent approaches, and is shaped by the organizational context.
This document discusses techniques for evaluating strategic options based on three criteria: suitability, acceptability, and feasibility. It outlines various methods for assessing each criterion, including ranking strategies, scenario analysis, and financial analysis tools like sensitivity analysis, break-even analysis, and cash flow forecasting. The document also addresses how to evaluate if an organization has the necessary resources, skills, and management capabilities to successfully implement different strategies.
This document summarizes key topics from a textbook chapter on mergers, acquisitions, and strategic alliances as methods for business strategy and development. It outlines the learning objectives, defines organic development, mergers and acquisitions, and strategic alliances. It then discusses factors for choosing between these options, such as urgency, uncertainty, and capability modularity. Finally, it presents success factors for each method like planning, cultural fit, coordination, and flexibility.
This document discusses key concepts around innovation and entrepreneurship. It outlines several innovation dilemmas strategists face regarding technology vs market focus, product vs process innovation, and open vs closed innovation. It also describes the diffusion of innovations through an S-curve and considerations around being a first or late mover. Later sections address disruptive innovation, challenges at different stages of a company's growth, and factors in social entrepreneurship.
This document summarizes key concepts from Chapter 8 of the textbook "Exploring Strategy" regarding international strategy. It covers topics such as internationalization drivers, Porter's diamond model of competitive advantage, the global-local dilemma, four types of international strategies, factors for assessing country markets, modes of international market entry including exporting, joint ventures, licensing and foreign direct investment, and roles of subsidiaries in multinational firms. The document consists of summaries and figures from 24 slides presenting learning outcomes and concepts from the textbook chapter.
This document discusses corporate strategy and diversification. It introduces various strategic options for corporate parents, including related and unrelated diversification, as well as integration strategies like vertical integration. It also summarizes different portfolio management tools that can be used to analyze business units, such as the BCG matrix, directional policy matrix, and parenting matrix. Finally, it discusses how corporate parents can both add and destroy value through their roles in managing business unit portfolios.
This document discusses strategic business choices that organizations face, including business strategy, competitive positioning, diversification, and international expansion. It focuses on business strategy, outlining Porter's three generic strategies of cost leadership, differentiation, and focus. Cost leadership involves achieving the lowest costs, while differentiation means offering unique attributes valued by customers. A focus strategy targets a narrow market segment. Firms can use the strategy clock diagram to assess their competitive positioning along the axes of differentiation and cost. The document also discusses strategic business units, strategic lock-in, and hypercompetition.
This document provides questions for an analysis of an organization in the airline industry. It asks the student to conduct a PESTEL analysis to identify key external factors influencing the industry, and then construct four scenarios for how the industry may evolve and what strategic implications each scenario would have for the organization.
This document discusses how organizational culture and history influence strategy. It defines strategic drift as strategies that fail to keep pace with environmental changes due to cultural and historical influences. Left unaddressed, strategic drift can lead organizations into a period of flux and declining performance. The document examines how organizational culture, including stories, symbols, power structures and organizational structure are manifested in the cultural web and how these influence strategic decision making. It also discusses how early decisions can result in path dependency that locks organizations into certain strategic paths. Strategists must understand an organization's cultural web and history to avoid strategic drift.
This document discusses strategic purpose and governance in organizations. It covers key topics like mission and vision statements, objectives, corporate governance structures, stakeholder analysis, and corporate social responsibility. The document is from a textbook on strategic management and contains learning outcomes and content on several slides related to defining an organization's strategic purpose and understanding influences and stakeholders.
This document discusses strategic capabilities and how they can provide competitive advantage for organizations. It defines strategic capabilities as the organizational resources and competencies that allow firms to implement their strategies. Firms can develop capabilities that are valuable, rare, inimitable and non-substitutable (VRIN) in order to achieve sustainable competitive advantage. The document outlines frameworks for analyzing an organization's strategic capabilities, such as benchmarking, value chain analysis and the resource-based view of strategy. Managers must develop capabilities that meet threshold needs while also possessing distinctive capabilities to outperform competitors.
This document summarizes key concepts from Chapter 2 of the textbook "Exploring Strategy" regarding analyzing an organization's strategic position. It discusses analyzing the external environment using PESTEL analysis and Porter's Five Forces framework to understand opportunities and threats. Scenario analysis is presented as a way to envision how the external environment may change based on uncertain key drivers. The document provides learning outcomes and defines industries, markets, sectors, and the various elements of Porter's Five Forces model.
This document outlines the key topics covered in the Exploring Strategy textbook by Johnson, Whittington and Scholes. It discusses definitions of strategy, levels of strategy including corporate, business and operational strategies. It introduces the Exploring Strategy model which examines strategic position, choices and actions. Strategic position looks at environment, culture, purpose and capabilities. Strategic choices considers business-level, corporate-level and international options. Strategy in action focuses on processes, organizing and managing change. The document emphasizes that strategy can be analyzed through different lenses and in various organizational contexts.
Potential of blockchain into industry 4.0 TechXpla
MGM’s College of Engineering and Technology (MGMCET) at Kamothe, Navi Mumbai has organized a National Conference on theme of “Industry 4.0”.
Dept. of Electronics & Tele communication Engineering, Mechanical Engineering and Computer Engineering jointly organised this.
This is presentation of Blockchain into Industry 4.0
Porter's five forces analysis is a framework that analyzes industry competition and develops business strategies. It uses five forces - threat of new entrants, threat of substitutes, bargaining power of buyers, bargaining power of suppliers, and rivalry inside the industry - to determine an industry's attractiveness by assessing overall profitability. An unattractive industry has forces that drive down profits, while an attractive industry allows for higher overall profits.
CRM Schedule plan in 16 hours ; CRM or Customer Relationship Management is a strategy for managing an organisation's relationships and interactions with customers and potential customers. A CRM system helps companies stay connected to customers, streamline processes, and improve profitability.
Basic concepts, Positioning, Saturation levels, Design considerations, COO effect, Strategic alternatives, Global products and brands, Building brands in International markets, Standardization versus adaptation.
Market Entry & Expansion Strategies a workshop : Lecture 14; Market Attractiveness: Economic context,
characteristics, opportunities and risks
2. Strategizing for New Market Penetration and Growth
3. Core drivers for market selection
4. Factors to consider when choosing local partners
5. Growth strategies and partnerships for consideration
6. How to boost organisation client base, operation and capital
position
7. Key success factors for market entry
The ‘C’ Factors: Countries, Currency, Competition, Countries in different stages of economic and political development and its relevance, Impact of currency and exchange rate fluctuations. Suggested remedies, Analyzing competition Industry analysis, Porters national diamond, Strategic models, Strategic positions, Strategic Intents-, loose bricks, layers of advantage, collaboration among competing firms, Changing the rules of engagement, Richard D Aveni’s hyper competition.
International marketing world market environment 56TechXpla
World Market Environment: Identifying and Analyzing Opportunities in the International Trading Environment. 4 case studies & 7 comparison to discuss the environment
The SLEPT Factors: Social/Cultural, Legal, Economic, Political and Technological.
Socio cultural environment: Importance, Cultural universals, High and low context cultures, Importance in business, Culture-communication, behavior and religion, Analytical approaches- Hofstede’s cultural typology, self reference criterion, environmental sensitivity, Suggested solutions.
Introduction and World Market Environment TechXpla
International Marketing Lecture 1 & 2
Need for International Marketing, Driving and restraining forces,
evolution process, process of Internationalization.
Identifying and Analyzing Opportunities in the International Trading Environment - Understanding the Changes in the World Trading Environment: Countries, World Regions (e.g. the European Union), Barriers for international trade, Tariff and non tariff barriers, Major International Bodies : IMF, World Bank, World trade organization: International marketing implication.
Sales Subsystem will contain Lead Management System
Dealer Management / Deal Registration
Dealer Web / Reseller Portal
Multimedia service platform (MSP)
Software Industry Specific Activities
Discovery Workshop
Design Labs
POC
Pilot
Loyalty Card / Management
This document discusses key concepts around innovation and entrepreneurship. It outlines several innovation dilemmas strategists face regarding technology vs market focus, product vs process innovation, and open vs closed innovation. It also describes the diffusion of innovations through an S-curve and considerations around being a first or late mover. Later sections address disruptive innovation, challenges at different stages of a company's growth, and factors in social entrepreneurship.
This document summarizes key concepts from Chapter 8 of the textbook "Exploring Strategy" regarding international strategy. It covers topics such as internationalization drivers, Porter's diamond model of competitive advantage, the global-local dilemma, four types of international strategies, factors for assessing country markets, modes of international market entry including exporting, joint ventures, licensing and foreign direct investment, and roles of subsidiaries in multinational firms. The document consists of summaries and figures from 24 slides presenting learning outcomes and concepts from the textbook chapter.
This document discusses corporate strategy and diversification. It introduces various strategic options for corporate parents, including related and unrelated diversification, as well as integration strategies like vertical integration. It also summarizes different portfolio management tools that can be used to analyze business units, such as the BCG matrix, directional policy matrix, and parenting matrix. Finally, it discusses how corporate parents can both add and destroy value through their roles in managing business unit portfolios.
This document discusses strategic business choices that organizations face, including business strategy, competitive positioning, diversification, and international expansion. It focuses on business strategy, outlining Porter's three generic strategies of cost leadership, differentiation, and focus. Cost leadership involves achieving the lowest costs, while differentiation means offering unique attributes valued by customers. A focus strategy targets a narrow market segment. Firms can use the strategy clock diagram to assess their competitive positioning along the axes of differentiation and cost. The document also discusses strategic business units, strategic lock-in, and hypercompetition.
This document provides questions for an analysis of an organization in the airline industry. It asks the student to conduct a PESTEL analysis to identify key external factors influencing the industry, and then construct four scenarios for how the industry may evolve and what strategic implications each scenario would have for the organization.
This document discusses how organizational culture and history influence strategy. It defines strategic drift as strategies that fail to keep pace with environmental changes due to cultural and historical influences. Left unaddressed, strategic drift can lead organizations into a period of flux and declining performance. The document examines how organizational culture, including stories, symbols, power structures and organizational structure are manifested in the cultural web and how these influence strategic decision making. It also discusses how early decisions can result in path dependency that locks organizations into certain strategic paths. Strategists must understand an organization's cultural web and history to avoid strategic drift.
This document discusses strategic purpose and governance in organizations. It covers key topics like mission and vision statements, objectives, corporate governance structures, stakeholder analysis, and corporate social responsibility. The document is from a textbook on strategic management and contains learning outcomes and content on several slides related to defining an organization's strategic purpose and understanding influences and stakeholders.
This document discusses strategic capabilities and how they can provide competitive advantage for organizations. It defines strategic capabilities as the organizational resources and competencies that allow firms to implement their strategies. Firms can develop capabilities that are valuable, rare, inimitable and non-substitutable (VRIN) in order to achieve sustainable competitive advantage. The document outlines frameworks for analyzing an organization's strategic capabilities, such as benchmarking, value chain analysis and the resource-based view of strategy. Managers must develop capabilities that meet threshold needs while also possessing distinctive capabilities to outperform competitors.
This document summarizes key concepts from Chapter 2 of the textbook "Exploring Strategy" regarding analyzing an organization's strategic position. It discusses analyzing the external environment using PESTEL analysis and Porter's Five Forces framework to understand opportunities and threats. Scenario analysis is presented as a way to envision how the external environment may change based on uncertain key drivers. The document provides learning outcomes and defines industries, markets, sectors, and the various elements of Porter's Five Forces model.
This document outlines the key topics covered in the Exploring Strategy textbook by Johnson, Whittington and Scholes. It discusses definitions of strategy, levels of strategy including corporate, business and operational strategies. It introduces the Exploring Strategy model which examines strategic position, choices and actions. Strategic position looks at environment, culture, purpose and capabilities. Strategic choices considers business-level, corporate-level and international options. Strategy in action focuses on processes, organizing and managing change. The document emphasizes that strategy can be analyzed through different lenses and in various organizational contexts.
Potential of blockchain into industry 4.0 TechXpla
MGM’s College of Engineering and Technology (MGMCET) at Kamothe, Navi Mumbai has organized a National Conference on theme of “Industry 4.0”.
Dept. of Electronics & Tele communication Engineering, Mechanical Engineering and Computer Engineering jointly organised this.
This is presentation of Blockchain into Industry 4.0
Porter's five forces analysis is a framework that analyzes industry competition and develops business strategies. It uses five forces - threat of new entrants, threat of substitutes, bargaining power of buyers, bargaining power of suppliers, and rivalry inside the industry - to determine an industry's attractiveness by assessing overall profitability. An unattractive industry has forces that drive down profits, while an attractive industry allows for higher overall profits.
CRM Schedule plan in 16 hours ; CRM or Customer Relationship Management is a strategy for managing an organisation's relationships and interactions with customers and potential customers. A CRM system helps companies stay connected to customers, streamline processes, and improve profitability.
Basic concepts, Positioning, Saturation levels, Design considerations, COO effect, Strategic alternatives, Global products and brands, Building brands in International markets, Standardization versus adaptation.
Market Entry & Expansion Strategies a workshop : Lecture 14; Market Attractiveness: Economic context,
characteristics, opportunities and risks
2. Strategizing for New Market Penetration and Growth
3. Core drivers for market selection
4. Factors to consider when choosing local partners
5. Growth strategies and partnerships for consideration
6. How to boost organisation client base, operation and capital
position
7. Key success factors for market entry
The ‘C’ Factors: Countries, Currency, Competition, Countries in different stages of economic and political development and its relevance, Impact of currency and exchange rate fluctuations. Suggested remedies, Analyzing competition Industry analysis, Porters national diamond, Strategic models, Strategic positions, Strategic Intents-, loose bricks, layers of advantage, collaboration among competing firms, Changing the rules of engagement, Richard D Aveni’s hyper competition.
International marketing world market environment 56TechXpla
World Market Environment: Identifying and Analyzing Opportunities in the International Trading Environment. 4 case studies & 7 comparison to discuss the environment
The SLEPT Factors: Social/Cultural, Legal, Economic, Political and Technological.
Socio cultural environment: Importance, Cultural universals, High and low context cultures, Importance in business, Culture-communication, behavior and religion, Analytical approaches- Hofstede’s cultural typology, self reference criterion, environmental sensitivity, Suggested solutions.
Introduction and World Market Environment TechXpla
International Marketing Lecture 1 & 2
Need for International Marketing, Driving and restraining forces,
evolution process, process of Internationalization.
Identifying and Analyzing Opportunities in the International Trading Environment - Understanding the Changes in the World Trading Environment: Countries, World Regions (e.g. the European Union), Barriers for international trade, Tariff and non tariff barriers, Major International Bodies : IMF, World Bank, World trade organization: International marketing implication.
Sales Subsystem will contain Lead Management System
Dealer Management / Deal Registration
Dealer Web / Reseller Portal
Multimedia service platform (MSP)
Software Industry Specific Activities
Discovery Workshop
Design Labs
POC
Pilot
Loyalty Card / Management
06-20-2024-AI Camp Meetup-Unstructured Data and Vector DatabasesTimothy Spann
Tech Talk: Unstructured Data and Vector Databases
Speaker: Tim Spann (Zilliz)
Abstract: In this session, I will discuss the unstructured data and the world of vector databases, we will see how they different from traditional databases. In which cases you need one and in which you probably don’t. I will also go over Similarity Search, where do you get vectors from and an example of a Vector Database Architecture. Wrapping up with an overview of Milvus.
Introduction
Unstructured data, vector databases, traditional databases, similarity search
Vectors
Where, What, How, Why Vectors? We’ll cover a Vector Database Architecture
Introducing Milvus
What drives Milvus' Emergence as the most widely adopted vector database
Hi Unstructured Data Friends!
I hope this video had all the unstructured data processing, AI and Vector Database demo you needed for now. If not, there’s a ton more linked below.
My source code is available here
https://github.com/tspannhw/
Let me know in the comments if you liked what you saw, how I can improve and what should I show next? Thanks, hope to see you soon at a Meetup in Princeton, Philadelphia, New York City or here in the Youtube Matrix.
Get Milvused!
https://milvus.io/
Read my Newsletter every week!
https://github.com/tspannhw/FLiPStackWeekly/blob/main/141-10June2024.md
For more cool Unstructured Data, AI and Vector Database videos check out the Milvus vector database videos here
https://www.youtube.com/@MilvusVectorDatabase/videos
Unstructured Data Meetups -
https://www.meetup.com/unstructured-data-meetup-new-york/
https://lu.ma/calendar/manage/cal-VNT79trvj0jS8S7
https://www.meetup.com/pro/unstructureddata/
https://zilliz.com/community/unstructured-data-meetup
https://zilliz.com/event
Twitter/X: https://x.com/milvusio https://x.com/paasdev
LinkedIn: https://www.linkedin.com/company/zilliz/ https://www.linkedin.com/in/timothyspann/
GitHub: https://github.com/milvus-io/milvus https://github.com/tspannhw
Invitation to join Discord: https://discord.com/invite/FjCMmaJng6
Blogs: https://milvusio.medium.com/ https://www.opensourcevectordb.cloud/ https://medium.com/@tspann
https://www.meetup.com/unstructured-data-meetup-new-york/events/301383476/?slug=unstructured-data-meetup-new-york&eventId=301383476
https://www.aicamp.ai/event/eventdetails/W2024062014
Discovering Digital Process Twins for What-if Analysis: a Process Mining Appr...Marlon Dumas
This webinar discusses the limitations of traditional approaches for business process simulation based on had-crafted model with restrictive assumptions. It shows how process mining techniques can be assembled together to discover high-fidelity digital twins of end-to-end processes from event data.
06-18-2024-Princeton Meetup-Introduction to MilvusTimothy Spann
06-18-2024-Princeton Meetup-Introduction to Milvus
tim.spann@zilliz.com
https://www.linkedin.com/in/timothyspann/
https://x.com/paasdev
https://github.com/tspannhw
https://github.com/milvus-io/milvus
Get Milvused!
https://milvus.io/
Read my Newsletter every week!
https://github.com/tspannhw/FLiPStackWeekly/blob/main/142-17June2024.md
For more cool Unstructured Data, AI and Vector Database videos check out the Milvus vector database videos here
https://www.youtube.com/@MilvusVectorDatabase/videos
Unstructured Data Meetups -
https://www.meetup.com/unstructured-data-meetup-new-york/
https://lu.ma/calendar/manage/cal-VNT79trvj0jS8S7
https://www.meetup.com/pro/unstructureddata/
https://zilliz.com/community/unstructured-data-meetup
https://zilliz.com/event
Twitter/X: https://x.com/milvusio https://x.com/paasdev
LinkedIn: https://www.linkedin.com/company/zilliz/ https://www.linkedin.com/in/timothyspann/
GitHub: https://github.com/milvus-io/milvus https://github.com/tspannhw
Invitation to join Discord: https://discord.com/invite/FjCMmaJng6
Blogs: https://milvusio.medium.com/ https://www.opensourcevectordb.cloud/ https://medium.com/@tspann
Expand LLMs' knowledge by incorporating external data sources into LLMs and your AI applications.
We are pleased to share with you the latest VCOSA statistical report on the cotton and yarn industry for the month of March 2024.
Starting from January 2024, the full weekly and monthly reports will only be available for free to VCOSA members. To access the complete weekly report with figures, charts, and detailed analysis of the cotton fiber market in the past week, interested parties are kindly requested to contact VCOSA to subscribe to the newsletter.
We are pleased to share with you the latest VCOSA statistical report on the cotton and yarn industry for the month of May 2024.
Starting from January 2024, the full weekly and monthly reports will only be available for free to VCOSA members. To access the complete weekly report with figures, charts, and detailed analysis of the cotton fiber market in the past week, interested parties are kindly requested to contact VCOSA to subscribe to the newsletter.
PyData London 2024: Mistakes were made (Dr. Rebecca Bilbro)Rebecca Bilbro
To honor ten years of PyData London, join Dr. Rebecca Bilbro as she takes us back in time to reflect on a little over ten years working as a data scientist. One of the many renegade PhDs who joined the fledgling field of data science of the 2010's, Rebecca will share lessons learned the hard way, often from watching data science projects go sideways and learning to fix broken things. Through the lens of these canon events, she'll identify some of the anti-patterns and red flags she's learned to steer around.
Interview Methods - Marital and Family Therapy and Counselling - Psychology S...PsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!