Select a business that does not have, or has a limited eBusiness platform.
Objective: Take a magazine from a publishing platform specific process, to a publishing platform neutral process.
Goal: Assess current business operations and content creation processes within the publishing process. Use analysis tools (DMADV) and (DMAIC) respectively and to apply the lessons of this exercise and best practices of lean six sigma to craft a new publishing process that is platform neutral allowing magazine to reach new audiences via new digital channels.
Working with some of the world’s leading technology innovators, Steljes has developed the Business Productivity Suite to help you change the way you work for real and lasting benefit. The Business Productivity Suite comprises of the cream of today’s productivity technology, under one roof, designed to address five focus areas that businesses tell us they need to make more efficient: meetings, video and data conferencing, workspaces and flexible working, training and marketing and communications.
Have we let advertising agencies become dinosaurs? Marketers are looking for effective business solutions, speed and low cost. While many agencies are still enamored by growth in size, stature and heft.
Here are some thoughts on how agencies can close this gap.
Working with some of the world’s leading technology innovators, Steljes has developed the Business Productivity Suite to help you change the way you work for real and lasting benefit. The Business Productivity Suite comprises of the cream of today’s productivity technology, under one roof, designed to address five focus areas that businesses tell us they need to make more efficient: meetings, video and data conferencing, workspaces and flexible working, training and marketing and communications.
Have we let advertising agencies become dinosaurs? Marketers are looking for effective business solutions, speed and low cost. While many agencies are still enamored by growth in size, stature and heft.
Here are some thoughts on how agencies can close this gap.
Empowering Ad Operations to Create GrowthOperative
A story of transforming people, process and technology to generate growth in media sales and operations.
With quotes and anecdotes from Mark Bernstein, VP of Business Operations at Kelley Blue Book.
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The Next $50 Billion will come from media, ad tech & publishing being a part of the creative advertising idea. Learn about how Sunday Dinner inspires collaboration with partners through our process of Active Briefing.
4by4 Business Model Patterns (ver1.0, english edition)The Innovation Lab
The 4by4 Business Model Patterns is a framework to use more than 38 business patterns for empowering and tweaking prior business model to new one.
It applies the four arithmetical operations to business model components like Customer, Product, Channel, Profit Model.
Corporate Overview
Organizations and companies have relied on the Newsletter Factory to assist them in "Producing Newsletters That Get Results."
How to deconstruct your agency's business model to better understand the value you deliver to clients and better position for firm to work for the types of clients you really want.
Whether you're in startup mode or gaining traction, you need real clarity on your business model so you can design your business for success. The Business Model Canvas was originally developed by Alexander Osterwalder and Yves Pigneur, and presented in their seminal 2010 book ‘Business Model Generation’ as a visual framework for devising, developing and testing an organization’s business model(s). Traditionally, the first thing that an entrepreneur was ‘expected’ to do was to create a business plan outlining the key opportunities, activities and strategies, as well as initial financial projections for the business. Invariably, by the time many had competed their plans things had moved so rapidly that the market reality had changed; a problem that has exacerbated over time as the pace of business has accelerated. To many, the mere prospect of having to create a business plan in the first place was such an overwhelming and intimidating task that it became an excuse to procrastinate from actually starting the business.
The concept of the Business Model Canvas was to provide a simple, intuitive and flexible tool that can be developed rapidly and applied ongoing to iterate and refresh the business strategy. In a single page view, the BMC provides an overview of the business: it’s offering, infrastructure, market and finances. The following Slideshare provides an outline of the elements and structure of the BMC, as well as some pointers as to how to think about and use it.
Empowering Ad Operations to Create GrowthOperative
A story of transforming people, process and technology to generate growth in media sales and operations.
With quotes and anecdotes from Mark Bernstein, VP of Business Operations at Kelley Blue Book.
New Agency Models Drive Collaboration : IAB KeynoteLindsey Slaby
The Next $50 Billion will come from media, ad tech & publishing being a part of the creative advertising idea. Learn about how Sunday Dinner inspires collaboration with partners through our process of Active Briefing.
4by4 Business Model Patterns (ver1.0, english edition)The Innovation Lab
The 4by4 Business Model Patterns is a framework to use more than 38 business patterns for empowering and tweaking prior business model to new one.
It applies the four arithmetical operations to business model components like Customer, Product, Channel, Profit Model.
Corporate Overview
Organizations and companies have relied on the Newsletter Factory to assist them in "Producing Newsletters That Get Results."
How to deconstruct your agency's business model to better understand the value you deliver to clients and better position for firm to work for the types of clients you really want.
Whether you're in startup mode or gaining traction, you need real clarity on your business model so you can design your business for success. The Business Model Canvas was originally developed by Alexander Osterwalder and Yves Pigneur, and presented in their seminal 2010 book ‘Business Model Generation’ as a visual framework for devising, developing and testing an organization’s business model(s). Traditionally, the first thing that an entrepreneur was ‘expected’ to do was to create a business plan outlining the key opportunities, activities and strategies, as well as initial financial projections for the business. Invariably, by the time many had competed their plans things had moved so rapidly that the market reality had changed; a problem that has exacerbated over time as the pace of business has accelerated. To many, the mere prospect of having to create a business plan in the first place was such an overwhelming and intimidating task that it became an excuse to procrastinate from actually starting the business.
The concept of the Business Model Canvas was to provide a simple, intuitive and flexible tool that can be developed rapidly and applied ongoing to iterate and refresh the business strategy. In a single page view, the BMC provides an overview of the business: it’s offering, infrastructure, market and finances. The following Slideshare provides an outline of the elements and structure of the BMC, as well as some pointers as to how to think about and use it.
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Today, entering the online world is inevitable for any business. If you simply follow the traditional ways of doing business, not only will you not have new customers, but also lose old customers. Switching to an online business means starting your own online business from scratch or starting an online business alongside your traditional business. Like other "Smart Business" books, different angles of change to online business are explained to you in this book.
A sample B2B marketing campaign for IBM on Digital Communication Solutions. Thie deck lists their products, key performance indicators, suggestions for target audience and strategies they can incorporate into their marketing plan. It also includes an analysis of their social media presence. There is information on tools like microsites, podcasts, webinars, cause videos along with a suggestive campaign calendar.
Marketing within Recruitment - The Swiss Army Knife of Modern Day Recruitment...Colleague Software
The role of marketing throughout the contemporary recruitment landscape is evolving – and fast. Marketing professionals able to adapt to unfeasibly quick changes and lead strategies across a sector so domineeringly dynamic, really have become the Swiss Army knife of modern-day recruitment performance. Once it was the recruiter making all the business decisions: now this role is the domain of the marketer.
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• Harnessing the power of your audience
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• Content plans which don’t cause discontent
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Presentation summarizes our thoughts about digital transformation and details the 5 main actions every large organization should consider in 2018. These are - Digitize the organization, Create a long term plan, Understand experience, Move the focus to fulfilment and create new services and products that enable direct contact with customers. Have a great digital 2018!
B2B Digital Marketing Playbook for the COVID EraRohas Nagpal
Customers have changed.
Spending patterns have changed.
People's priorities have changed.
How people spend their time has changed.
So naturally, marketing techniques
NEED TO CHANGE.
The "B2B Digital Marketing Playbook for the COVID Era" recommends an 11-point approach:
1. Understand what you are selling
2. Understand whom you are selling to
3. Design your digital marketing strategy
4. Optimize your website
5. Incentivize influencers
6. Optimize your digital marketing assets
7. Distribute your digital marketing assets
8. Make it easy for potential customers to contact you
9. Aim for a 60-second response time
10. Use dynamic QR codes
11. Use Artificial Intelligence
This presentation is about exploring social media as a process for driving BtoB lead generation But first a word of caution: Leads depend as much on the messages as they do on the media. Maybe more. So this will be a story about managing both media and messages within our Marcom Engine process. A presentation by Keith Bates
How can you measure brand growth?
The definition of 'brand' isn’t something tangible, it lives inside the heads of its supporters. It’s why they choose your company over another, why they recommend you to their friends, why they recognize you amongst everything else that’s out there, it’s why they keep coming back to you. And all of these experiences are difficult to measure. Brand Growth Playbook outlines the ten key steps that will help you grow your brand, told by the brand marketers living it with Bynder.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
[Note: This is a partial preview. To download this presentation, visit:
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Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
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Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
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Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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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.
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Pitch Deck Teardown: RAW Dating App's $3M Angel deck
Use of DMAIC for Business Process Improvement in eBusiness
1. James Dellinger
MECB1 - MSc in Electronic Commerce (Business)
MT530 Business Modelling & Process Innovation
Option 1: Select a business that does not have, or has a limited eBusiness platform.
Objective: Take a magazine from a publishing platform specific process, to a publishing
platform neutral process.
Goal: Assess current business operations and content creation processes within the
publishing process. Use analysis tools (DMADV) and (DMAIC) respectively and to apply
the lessons of this exercise and best practices of lean six sigma to craft a new publishing
process that is platform neutral allowing magazine to reach new audiences via new
digital channels.
Declaration
I the undersigned declare that the project material, which we now submit, is my own
work. Any assistance received by way of borrowing from the work of others has been
cited and acknowledged within the work. I make this declaration in the knowledge that a
breach of the rules pertaining to project submission may carry serious consequences.
I are aware that the project will not be accepted unless this form has been handed in along
with the project.
Due Date: 20th December 2011
2. MT530 Business Modelling & Process Innovation Assignment #3
Lecturer: Dr. PJ Byrne
Student Name Student Number
James Dellinger
Signed:_________________________
Describe the Enterprise
The business chosen for this project is a small Irish publisher of a modern living and
interiors magazine, Ur Dream Home. The small organization has very limited e-
commerce and e-business activities on urdreamhome.ie toward this end. It is a great time
to be in the publishing business, but not if your enterprise is tied to one mode of content
delivery.
Unfortunately, this one is platform specific (glossy magazine), but the challenge faced by
Ur Dream Home is not unique and is being faced by all publishing organizations adding
digital operations and attempting to become platform neutral. The staff count is relatively
small one editor, one advertising sales associate, three page designers, and five part time
contributing authors. One core assumption of this review is that Ur Dream Home is not in
a position to hire more full time staff and that any changes to the business to increase
efficiency and product quantity will need to be done via changes in the way work is
completed and some staff may be required to be trained to fulfill more roles and duties in
the organization and within their current job descriptions.
This is an understandable issue given the declining profit margins in the publishing
industry. Primarily, this change is due to the proliferation of content created with the
advent of amateur, semi-pro, and professional web only content sparked by first the blog
and then web 2.0 changes. Given that this content is on virtually every subject and
refreshed rate faster than the old daily, weekly, monthly, and bi-monthly, and quarterly
categories the magazine industry was comfortable with this is a real work problem.
2
3. Ur Dream Home will not stay immune to the same market forces forever. The content
quality of this magazine is very high, premium in fact; however, the readership is
extremely limited by the availability and distribution of the physical glossy magazine.
This mode of delivery hampers growth or brand awareness about the product.
Our goal is to adapt this magazine to distribute its premium to the modern publishing era
and move from a publishing platform specific process, to a publishing platform neutral
process. This shift will require a review and likely changes to the organizations operating
processes.
Description of the process(es) being reviewed
Option one was chosen for this assignment, because Ur Dream Home has a limited
eBusiness platform. Currently it’s website at urdreamhome.ie is a primarily signpost site.
Ur Dream Home is in need of a new digital approach that encompasses both, e-commerce
and e-business (Canadian Business Network, 2011). Why?
From the e-commerce perspective there is no wait to purchase a subscription to the
magazine online or the website. From an e-business perspective, in examining
urdreamhome.ie it is quickly quite clear there is currently no coherent strategy for digital
presentation of ‘UR Dream Home Magazine,’ content. Some content is available, but it
remains difficult to find the site or content via search engines, or when navigating the
website. Thirdly, the website is neither self-supporting with revenue or yielding seeable
marketing value, from either brand marketing or content marketing perspective. Basic
customer services via the website are missing.
The problems stem from the two sub-processes that make up the magazines publishing
process, business operations and secondly content creation and the positive synergies
working or failing. The two vital processes are interlocked and interlinked components of
the overall publishing process. In publishing you can’t sell advertising and subscriptions
against bad content and great content without advertising and subscriptions are just
3
4. authors and writers without a paychecks. Some even argue to tear down this boundary
(Benkoil, 2011). In order to keep focus and boundaries these are the to defined sub-
processes that are in our scope of the publishing process.
There is a dance done everyday between those running both of these processes inside
every content publisher and journalistic endeavor across the planet in the form of
managing the page count. Sales and marketing needs to have an idea what content is
coming for the next volume/issue and content needs to know that their checks will not
bounce the next time the go to cash it and maintain their ethical credibility and trust with
readers. So despite mutual suppositions’ both processes must work together yielding a
mix in a publication of paid ads, content and unpaid house ads.
First we will examine, “business operations” including ad sales, subscriptions sales,
marketing, printing, and delivery. Second we will examine the “content cycle,” an article
from idea to writer, to editor, to page designer, to readership then using process
improvement tools to get our magazine with a new publishing process that is platform
neutral and cash flow positive. Lean / SixSigma analysis tools have been chosen to
evaluate the processes of this company as time management and maintain a low mistake
ratio are very important elements in publishing given the high levels of human capital
given in the ability to create a product. Despite critiques by (Davenport, 2008) Lean
SixSigma remained the strongest most relevant evaluation tool for this environment.
Use of (DMADV) for analysis of Business Operations
The process tool to be review business operations side within the framework of Ur Dream
Home’s business operations we will use is Define, Measure, Analyze, Design, Verify,
(DMADV) (isixsigma.com, 2010) to think deeply and analyze and brainstorm about Ur
Dream Home’s business operations from start to finish. The new products being sold and
new operations being managed require the use of DMADV and not another analysis tool
since the deliverables coming from the change are new and elements of the process are
new.
4
5. • Define: the project goals and customer (internal and external) deliverables
(isixsigma.com, 2010)
Our goals for Ur Dream Home is to make the publishing process platform neutral (not
just selling advertisements and subscriptions to a glossy magazine) and create a new
monetization means via digital streams, for current and additional content products and
that are revenue positive and are engaging to new readers are engaged with the content.
• Measure and determine customer needs and specifications (isixsigma.com, 2010)
The production process capabilities will need to be altered, in order to make Ur Dream
Home platform neutral without hiring more staff. The risks are great and come from the
potential for employees possible backsliding into old habits, job tasks, and methods of
operation. Readerships desire a publisher to engage them where they are during their
changing busy reading schedules, online: at work early morning; before lunch; before the
rush to the door; and on the new devices they own, mobiles and tablets. However, this
must be cash flow positive. The business operations side the customers are its advertisers
as well as and current subscribers. How long does it take to complete the key tasks? If the
times were shorter would advertisers purchase more ads?
• Analyze the current business operations process and options needed for Ur Dream
Homes to meet customer needs (isixsigma.com, 2010)
Ad sales, subscriptions sales, marketing, printing, and delivery are core business
operation functions of the magazine. Ur Dream Home currently has one employee
covering many of these, which makes it difficult to do all of them well, but they do sell
advertisements and sell magazine subscriptions or current expenses could not be paid.
Marketing seems quite a bit weaker as it is not anyone persons core responsibility, nor
does a good marketing campaign pay next month’s rent and a company’s payroll. Finally,
we have printing and delivery in larger organizations this is called circulation, which are
5
6. contracted out due to the magazines size. However, here is how the current operations
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Notice the intentionally disconnected feel above and no marketing. Even if the same
person is conducting the business operations, he/she is not meeting the changing
customers changing needs.
• Design (detailed) the process to meet the customer needs (isixsigma.com, 2010)
Technology can help this process along the way immensely.
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Here are some of the areas where business operations can be improved by focusing on e-
business and e-commerces solutions to improve processes and complete tasks with more
self-service (Canadian Business Network, 2011).
- Cut transaction times
- Trade in digitized goods and services
6
7. - Electronic banking and payment systems
- Commercial transactions conducted by Internet
- Customer service
- Compete globally with your website against businesses of all sizes without setting up
offices in other countries
If the business side of this operation is going to stay small many new features will need
rely on self-service e-commerce payment platforms for ordering and fulfilling
advertisements and subscriptions, paying for both, and the availability to read the content
on a digital platform or website based on the readers preference via subscription model of
the readers choice (paywall thresholded website and blog, iBooks, Android market,
Kindle market). We will get her by developing each delivery method with a contractor
based first on the monthly pdfs created for the magazine converted into paid apps an then
with the launch of a new website featuring a paywall and built in customer support
features for both readers and advertisers. The ability to scaleably deliver more
advertisements on new content channels without incurring the costs associated with
tradition printing is the value proposition to our new process model.
This will free up the business operations to be able to focus on brand and content
marketing and developing longer-term relationships with strategic advertisers and
partners and allow the virtuous circle to drive positive feedbacks into the business
operations (Gupta, 2011).
• Verify the design performance and ability to meet customer needs
(isixsigma.com, 2010)
Reevaluate digital business operations in a year after launch in order to make sure scope
creep has not taken it beyond its intended e-business goals.
7
8. Use of (DMAIC) for analysis of the Content Cycle
For the content cycle of the publishing process we will assess it with Define, Measure,
Analyze, Improve, Control (DMAIC) (isixsigma.com, 2010) as the content process is not
new or radically different than what is currently being done by the content creators and
editors. This is a useful tool to discover how the content cycle currently operates and
what constraints may present if improve strategies are undertaken.
• Define the project goals and customer (internal and external) deliverables
(isixsigma.com, 2010)
Our goals for Ur Dream Home is to make the publishing process platform neutral (not
just content produced for a glossy magazine) and create a new delivery means digital, for
current and new content products and that added revenue areas are engaged with these
additional products and new readers are engaged with and enjoy reading our content.
Externally, readership desires a publisher to engage them where they are during their
changing busy reading schedules, online: at work early morning; before lunch; before the
rush to the door; and on the new devices they own, mobiles and tablets. Internally, the
magazine risks are great and come from the potential for contributors and editors to
backsliding into old habits, job tasks, and methods of operation if their daily tasks are
changed.
• Measure the process to determine current performance (isixsigma.com, 2010)
Question must be asked about how articles make it through Ur Dream Home’s current
content cycle from start to finish and brainstorm a bit. Who is chosen to write the article?
When is it due? Who edit it? What is the turn around time from editor to layout? How
long does it take for the content to be laid out of on a specific by a page designer? Where
or when does this article get published in the magazine? Where is the article read and by
whom? These question all must be measured regularly and timed as the digital publishing
cycle requires much faster turnarounds than tradition magazine publishing and is more
lean by nature up front before it gets bogged down in new forms of, “techno-slows.” The
8
9. point is to create a reasonable benchmark for times it takes to conduct elements of each
steps task.
• Analyze and determine the root cause(s) of the defects (isixsigma.com, 2010)
The root cause is the current content cycles one-way communication and task-oriented
structure. For example: An Editor assigns a story to a contributor. The contributors
researches and writes this new article. The editor edits the new article. A page designer
lays out the article on a page with art photos and advertisements. The magazine gets read
by it’s paying subscribers.
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However, this leaves little room for the positive creative feedback loops of an open
publishing environment where communication goes in every direction and the needs as
desires of staff and readers are in better sync with more conversation. This lack of
conversation is the primary defect of this sub-process of this organizations publishing
process.
• Improve the process by eliminating defects (isixsigma.com, 2010)
The publishing process for Ur Dream Home must be improved; however, the changes are
not radically different from the old ways. The primary process difference is the greater
level of feedback and communication heading in the direction of story creation, so that
every member of the editorial group as well as readers are playing a role in finding the
most interesting stories for the next bi-monthly magazine and the new digital products.
The other changes that have been made add the steps layout for web and publish for
digital and to allow a new blog to be a place for quick interesting notes to be allowed to
return to step of assigned article if further details may be considered interesting additions
to a future magazine or online edition.
9
10. 6*738'&'()&*+,-.)&3%&'()&
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New open editorial
communication
structure with Platform
Neutral Publishing
This will open the content cycle up to become platform neutral and still be focused on the
highest level of product for the content. However, the volume of work each team member
on the content cycle will increase, but the stature and value propositions of the magazine
will increase. The basic ratio to understand here is much more lean in time per content
item, more content creation expectations per person per month, but at the same pay, until
the new digital channels are revenue positive. This will remain a huge point of strain
between the editorial and the business side until a new equilibrium is reached. However,
the authors will become more influential and known as the churn a higher volume of
work.
• Control future process performance (isixsigma.com, 2010)
The future is difficult to tell. However, the newer ways to consider future process
improvements will be based on the greater performance metrics available in the online
content production space. The future process will have much more data for performance
evaluation. However, the trick is to realize that quality is actually more important than
quantity. The new digital streams will allow Ur Digital Home to continue to (Canadian
Business Network, 2011).
- Cut transaction times
- Compete globally with your website against businesses of all sizes without setting up
offices in other countries
10
11. This will occur via web-based content. These new delivery models will cut costs
associate with adding addition readers, raise revenue, and reduce transaction times and
allow Ur Dream Home to compete with modern interior and living magazines through
out the world in the English language not only Ireland and be Ireland’s voice on this
subject world wide.
The evaluating and improving the publishing process was the scope for analyzing Ur
Dream Home’s two sub-processes of “business operations” and its “content cycle.” The
magazine can use a digital business strategy that works within a flexible process
improvement framework like Lean / SixSigma. A Lean / SixSigma framework for
developing a platform neutral operation was the objective and grow its business with
growing its staff substantially. Training however would be key given that this is a human
capital-intensive enterprise.
Is Lean /SixSigma the next big thing for publishers? I am doubtful of this due to its more
rigid edges in-person implementation; however, its relentless focus on time management
and quality control are could be helpful. This would be especially so in the case of very
large publishers where the two sub-processes discussed above are much less cut and dry
as many smaller person-by-person efficiencies would need to be wrung out of both sub-
processes.
11
12. BIBLIOGRAPHY
Benkoil, D. 2011. Tear Down the Wall Between Business and Editorial! PBS.org Mediashift
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Brutu, M. The Improvement of Processes' Quality in Organisations Using the Six Sigma Concept.
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[Accessed 19 December 2011]
Madison, D. (2005). Process Mapping, Process Improvement and Process Management.
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Ur Dream Home, 2011. [Online] Available from: http://urdreamhome.ie
[Accessed 19 December 2011]
Henk de Koning, Ronald J.M.M. Does, Arjan Groen, Benjamin P.H. Kemper, (2010) "Generic
Lean Six Sigma project definitions in publishing", International Journal of Lean Six Sigma, Vol.
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