Moving gradually but with the brute force of a tsunami, the natural movement is flowing through every aisle in every store near you, churning up tough questions for every growth-minded consumer-facing business and its innovation efforts.
In our newest white paper, we examine this movement and how we believe it will impact businesses globally.
How can big businesses can innovate in a world that favors the underdog?
The way businesses need to organize and behave has fundamentally shifted. Across industries, companies, and organizational functions, we have heard many of the world’s most innovative companies echo the same challenge: businesses must urgently embrace a more nimble and entrepreneurial approach in order to stay competitive. We call this challenge of how big companies can leverage scale while staying innovative “big entrepreneurship.” The Paradox of Scale is one of five pieces in our report, Big Entrepreneurship, aimed at deconstructing some of the complex challenges around big entrepreneurship and provide actionable insights for business leaders.
This report was created by Fahrenheit 212, a global innovation strategy and design firm. We define innovation strategies and develop new products, services, and experiences that create sustainable, profitable growth for our clients. We challenge the belief that innovation is inherently unreliable and have spent the last decade designing the method, building the model, and assembling the minds to make innovation a predictable driver of growth for our clients' businesses.
How multinational businesses can keep up with the new global consumer.
The way businesses need to organize and behave has fundamentally shifted. Across industries, companies, and organizational functions, we have heard many of the world’s most innovative companies echo the same challenge: businesses must urgently embrace a more nimble and entrepreneurial approach in order to stay competitive. We call this challenge of how big companies can leverage scale while staying innovative “big entrepreneurship.” The Rising Billion is one of five pieces in our report, Big Entrepreneurship, aimed at deconstructing some of the complex challenges around big entrepreneurship and provide actionable insights for business leaders.
This report was created by Fahrenheit 212, a global innovation strategy and design firm. We define innovation strategies and develop new products, services, and experiences that create sustainable, profitable growth for our clients. We challenge the belief that innovation is inherently unreliable and have spent the last decade designing the method, building the model, and assembling the minds to make innovation a predictable driver of growth for our clients' businesses.
How to hire a CINO that can build lasting innovation capabilities.
The way businesses need to organize and behave has fundamentally shifted. Across industries, companies, and organizational functions, we have heard many of the world’s most innovative companies echo the same challenge: businesses must urgently embrace a more nimble and entrepreneurial approach in order to stay competitive. We call this challenge of how big companies can leverage scale while staying innovative “big entrepreneurship.” The Rising Billion is one of five pieces in our report, Big Entrepreneurship, aimed at deconstructing some of the complex challenges around big entrepreneurship and provide actionable insights for business leaders.
This report was created by Fahrenheit 212, a global innovation strategy and design firm. We define innovation strategies and develop new products, services, and experiences that create sustainable, profitable growth for our clients. We challenge the belief that innovation is inherently unreliable and have spent the last decade designing the method, building the model, and assembling the minds to make innovation a predictable driver of growth for our clients' businesses.
The way businesses need to organize and behave has fundamentally shifted. Across industries, companies, and organizational functions, we have heard many of the world’s most innovative companies echo the same challenge: businesses must urgently embrace a more nimble and entrepreneurial approach in order to stay competitive. We call this challenge of how big companies can leverage scale while staying innovative “big entrepreneurship.” This report aims to deconstruct some of the complex challenges around big entrepreneurship and provide actionable insights for business leaders.
This report was created by Fahrenheit 212, a global innovation strategy and design firm. We define innovation strategies and develop new products, services, and experiences that create sustainable, profitable growth for our clients. We challenge the belief that innovation is inherently unreliable and have spent the last decade designing the method, building the model, and assembling the minds to make innovation a predictable driver of growth for our clients' businesses.
Our guide will provide you with a roadmap of the current situation, what this means for brands, and what you can do in the coming months to protect your brand’s vitality.
Pioneering companies in mature economies are learning from emerging market companies a new way to expand their businesses. For more insights from s+b, visit strategy-business.com.
Social Business Design is the intentional creation of dynamic and socially calibrated systems, process, and culture.
Its goal: helping organizations improve value exchange among constituents.
Social Business Design is a registered service mark of the Dachis Group.
How can big businesses can innovate in a world that favors the underdog?
The way businesses need to organize and behave has fundamentally shifted. Across industries, companies, and organizational functions, we have heard many of the world’s most innovative companies echo the same challenge: businesses must urgently embrace a more nimble and entrepreneurial approach in order to stay competitive. We call this challenge of how big companies can leverage scale while staying innovative “big entrepreneurship.” The Paradox of Scale is one of five pieces in our report, Big Entrepreneurship, aimed at deconstructing some of the complex challenges around big entrepreneurship and provide actionable insights for business leaders.
This report was created by Fahrenheit 212, a global innovation strategy and design firm. We define innovation strategies and develop new products, services, and experiences that create sustainable, profitable growth for our clients. We challenge the belief that innovation is inherently unreliable and have spent the last decade designing the method, building the model, and assembling the minds to make innovation a predictable driver of growth for our clients' businesses.
How multinational businesses can keep up with the new global consumer.
The way businesses need to organize and behave has fundamentally shifted. Across industries, companies, and organizational functions, we have heard many of the world’s most innovative companies echo the same challenge: businesses must urgently embrace a more nimble and entrepreneurial approach in order to stay competitive. We call this challenge of how big companies can leverage scale while staying innovative “big entrepreneurship.” The Rising Billion is one of five pieces in our report, Big Entrepreneurship, aimed at deconstructing some of the complex challenges around big entrepreneurship and provide actionable insights for business leaders.
This report was created by Fahrenheit 212, a global innovation strategy and design firm. We define innovation strategies and develop new products, services, and experiences that create sustainable, profitable growth for our clients. We challenge the belief that innovation is inherently unreliable and have spent the last decade designing the method, building the model, and assembling the minds to make innovation a predictable driver of growth for our clients' businesses.
How to hire a CINO that can build lasting innovation capabilities.
The way businesses need to organize and behave has fundamentally shifted. Across industries, companies, and organizational functions, we have heard many of the world’s most innovative companies echo the same challenge: businesses must urgently embrace a more nimble and entrepreneurial approach in order to stay competitive. We call this challenge of how big companies can leverage scale while staying innovative “big entrepreneurship.” The Rising Billion is one of five pieces in our report, Big Entrepreneurship, aimed at deconstructing some of the complex challenges around big entrepreneurship and provide actionable insights for business leaders.
This report was created by Fahrenheit 212, a global innovation strategy and design firm. We define innovation strategies and develop new products, services, and experiences that create sustainable, profitable growth for our clients. We challenge the belief that innovation is inherently unreliable and have spent the last decade designing the method, building the model, and assembling the minds to make innovation a predictable driver of growth for our clients' businesses.
The way businesses need to organize and behave has fundamentally shifted. Across industries, companies, and organizational functions, we have heard many of the world’s most innovative companies echo the same challenge: businesses must urgently embrace a more nimble and entrepreneurial approach in order to stay competitive. We call this challenge of how big companies can leverage scale while staying innovative “big entrepreneurship.” This report aims to deconstruct some of the complex challenges around big entrepreneurship and provide actionable insights for business leaders.
This report was created by Fahrenheit 212, a global innovation strategy and design firm. We define innovation strategies and develop new products, services, and experiences that create sustainable, profitable growth for our clients. We challenge the belief that innovation is inherently unreliable and have spent the last decade designing the method, building the model, and assembling the minds to make innovation a predictable driver of growth for our clients' businesses.
Our guide will provide you with a roadmap of the current situation, what this means for brands, and what you can do in the coming months to protect your brand’s vitality.
Pioneering companies in mature economies are learning from emerging market companies a new way to expand their businesses. For more insights from s+b, visit strategy-business.com.
Social Business Design is the intentional creation of dynamic and socially calibrated systems, process, and culture.
Its goal: helping organizations improve value exchange among constituents.
Social Business Design is a registered service mark of the Dachis Group.
#Workplace #burnout has been creeping subtly and impacting us in ways we do not usually notice.
With the covid-19 pandemic, the issue has become all the more significant.
About a third of Indians are facing increased burnout at work and are exploring multiple solutions to handle the issue.
How is #Jobburnout impacting them? Can #businesses and #brands help to counter this impact?
We at Wolfzhowl believe in investigating societal truths and understanding their implications on society, industries and brands.
Read further to explore!
www.wolfzhowl.com
#InsightSeries by #Wolfzhowl #Workfromhome #health #work #life #employees #management #business #strategy #Homeoffice
Social technologies radically disrupted communications, marketing, and customer care. With these same technologies, customers are now sharing products and services with each other, bypassing existing institutions. Beyond business functions, the Collaborative Economy will impact core business models. This report defines the Collaborative Economy, looks at companies that are already moving into this space, and provides a framework, the Collaborative Economy Value Chain, which companies can use to help rethink their business models.
For the first time in the history of Interbrand’s Best Global Brands report, there is a new #1 brand: Apple. Interbrand, the world’s leading brand consultancy, publishes Best Global Brands on an annual basis, identifying and examining the top 100 most valuable global brands. With Apple claiming the top position this year, Google jumps to #2 and Coca-Cola, the brand that held the #1 position for 13 consecutive years, moves to #3. This year, the total value of all 100 Best Global Brands is USD $1.5 trillion -- an 8.4 percent record increase over the total value of the 100 Best Global Brands in 2012.
In addition to identifying the top 100 most valuable global brands, this year’s Best Global Brands report also examines the evolving role of leadership as it relates to brands. Interbrand contends that leadership must now be shared. CEOs, CMOs and consumers all have the power to drive the value of the brands they manage or admire.
A Chance for Change: The Tipping Point for Sustainable BusinessMSL
In 'A Chance for Change: The Tipping Point for Sustainable Business', we feature the voices of inspiring millennials, sustainability leaders and industry experts, and highlight the diverse initiatives already in play.
We hope this report reassures you that change is coming, and inspires you to be a part of the journey. If you are looking for a partner in developing your sustainability story, start a conversation with us today.
We hope you enjoy reading this report and invite you to share your feedback and tips with us @PeoplesLab or reach out to us on Twitter @msl_group.
As estratégia da inteligência, vem de suprimentos necessários a uma satisfação que seja adequada ao objetivo almejado. Inteligencia é saber dar tempo ao tempo, usufruindo apenas o necessário, em prol da economia de caracteres, e armazenamento, abastecendo sempre a fonte de possíveis buscas em necessidades inesperadas, onde as experiencia do ontem será o professor do amanhã.!.
The Covid-19 pandemic is now just one of several crises to which we are all adapting. While the world is in various stages of reopening after the first Covid-19 wave, there is no consensus on what the next wave will look like or the severity of its impact. Many were quick to declare that our behaviours and attitudes had been fundamentally and forever shifted by the pandemic and the resulting lockdown. But what has really changed, and what changes will be sustained? How do brands and businesses plan for this uncertain future?
In Conversations That Matter—The Return To Growth in Turbulent Times, our speakers will discuss the challenges to returning to growth facing brands around the world.
Success in the "Pull Economy" means understanding that a number of significant business principles have changed. In a hyper connected world information flows much faster and more freely. Organisations as a result are subjected to a growing level of collective intelligence and value creation from outside the company's walls brought on by the increased collaboration of customer/consumers, consumers, employees and suppliers in what is now a much larger ecosystem of data, conversation, innovation and participation. There needs to be a knowledge framework to help companies manage this transformational change and maximise as much value from it in a way that benefits the business and the customer/consumer.
What's Next: Health & Wellness - Disruption & Adapting for the ReboundOgilvy Consulting
The COVID-19 crisis is rapidly changing how individuals are managing their health and well-being, approaching life with more gratitude and resilience. Digital health solutions adoption is booming as are some wellness sectors, and will contribute to the emergence of new healthcare models faster than expected.
In this webinar, learn how it will become essential for any healthcare provider to propose compassionate and empathetic care experiences to their clients, leveraging wellness to stay relevant in these turbulent times. Join us to understand some quick wins and envision your post-crisis healthcare shift.
The PurPle Index ranks companies on how well they have engaged people around their purpose and initiatives online. Here, we look at four opportunity areas -environment, education, health and human potential. Find out how the Fortune Global 100 companies fare and connect with us to help your brand define its purpose. Visit purple.mslgroup.com
Are You Measuring The Right Social Media Metrics?Emarketeers
It was Einstein who said "just because you can measure something doesn't mean you should".
In the world of social media, Facebook 'likes' are very easy to measure, but very hard to value. Is it therefore possible that we are basing our activity in social media around things that are easy to measure, rather than the things that create the most value?
In this lunchtime webinar, Richard Stacy discusses the value of measuring social media metrics and which ones we should be focussing on.
The End of Business as Usual Rewire the Way You Work to Succeed in the Consum...Brian Solis
The End of Business as Usual by Brian Solis is available on GetAbstract for those who need the key takeaways but don't have the time to read the entire book.
Takeaways:
The digital revolution is radically transformative for businesses. These changes are not just technological. They directly affect consumer behavior. Companies that cannot adapt to these changes face obsolescence. Businesses used to define their brands. Today, “connected consumers” define them. Companies must connect with consumers on a personal basis. They must treat consumers as valued partners, not just as sales targets.
To build relationships and win sales, companies need to create satisfying experiences for their connected consumers. The way people connect online activates distribution chains that rival any broadcast network. To earn the trust of connected customers, businesses must engage them online in a positive way. You must appeal to customers’ emotions. Through such engagement, businesses stay relevant and build a robust future.
What You Will Learn
1) What strategies will help you exploit the nature, extent and impact of the digital revolution; 2) What influence “connected consumers” wield; and 3) How organizations can engage them effectively.
How to cook up meaningful innovation with an innovation lab.
The way businesses need to organize and behave has fundamentally shifted. Across industries, companies, and organizational functions, we have heard many of the world’s most innovative companies echo the same challenge: businesses must urgently embrace a more nimble and entrepreneurial approach in order to stay competitive. We call this challenge of how big companies can leverage scale while staying innovative “big entrepreneurship.” Incubating Innovation is one of five pieces in our report, Big Entrepreneurship, aimed at deconstructing some of the complex challenges around big entrepreneurship and provide actionable insights for business leaders.
This report was created by Fahrenheit 212, a global innovation strategy and design firm. We define innovation strategies and develop new products, services, and experiences that create sustainable, profitable growth for our clients. We challenge the belief that innovation is inherently unreliable and have spent the last decade designing the method, building the model, and assembling the minds to make innovation a predictable driver of growth for our clients' businesses.
#Workplace #burnout has been creeping subtly and impacting us in ways we do not usually notice.
With the covid-19 pandemic, the issue has become all the more significant.
About a third of Indians are facing increased burnout at work and are exploring multiple solutions to handle the issue.
How is #Jobburnout impacting them? Can #businesses and #brands help to counter this impact?
We at Wolfzhowl believe in investigating societal truths and understanding their implications on society, industries and brands.
Read further to explore!
www.wolfzhowl.com
#InsightSeries by #Wolfzhowl #Workfromhome #health #work #life #employees #management #business #strategy #Homeoffice
Social technologies radically disrupted communications, marketing, and customer care. With these same technologies, customers are now sharing products and services with each other, bypassing existing institutions. Beyond business functions, the Collaborative Economy will impact core business models. This report defines the Collaborative Economy, looks at companies that are already moving into this space, and provides a framework, the Collaborative Economy Value Chain, which companies can use to help rethink their business models.
For the first time in the history of Interbrand’s Best Global Brands report, there is a new #1 brand: Apple. Interbrand, the world’s leading brand consultancy, publishes Best Global Brands on an annual basis, identifying and examining the top 100 most valuable global brands. With Apple claiming the top position this year, Google jumps to #2 and Coca-Cola, the brand that held the #1 position for 13 consecutive years, moves to #3. This year, the total value of all 100 Best Global Brands is USD $1.5 trillion -- an 8.4 percent record increase over the total value of the 100 Best Global Brands in 2012.
In addition to identifying the top 100 most valuable global brands, this year’s Best Global Brands report also examines the evolving role of leadership as it relates to brands. Interbrand contends that leadership must now be shared. CEOs, CMOs and consumers all have the power to drive the value of the brands they manage or admire.
A Chance for Change: The Tipping Point for Sustainable BusinessMSL
In 'A Chance for Change: The Tipping Point for Sustainable Business', we feature the voices of inspiring millennials, sustainability leaders and industry experts, and highlight the diverse initiatives already in play.
We hope this report reassures you that change is coming, and inspires you to be a part of the journey. If you are looking for a partner in developing your sustainability story, start a conversation with us today.
We hope you enjoy reading this report and invite you to share your feedback and tips with us @PeoplesLab or reach out to us on Twitter @msl_group.
As estratégia da inteligência, vem de suprimentos necessários a uma satisfação que seja adequada ao objetivo almejado. Inteligencia é saber dar tempo ao tempo, usufruindo apenas o necessário, em prol da economia de caracteres, e armazenamento, abastecendo sempre a fonte de possíveis buscas em necessidades inesperadas, onde as experiencia do ontem será o professor do amanhã.!.
The Covid-19 pandemic is now just one of several crises to which we are all adapting. While the world is in various stages of reopening after the first Covid-19 wave, there is no consensus on what the next wave will look like or the severity of its impact. Many were quick to declare that our behaviours and attitudes had been fundamentally and forever shifted by the pandemic and the resulting lockdown. But what has really changed, and what changes will be sustained? How do brands and businesses plan for this uncertain future?
In Conversations That Matter—The Return To Growth in Turbulent Times, our speakers will discuss the challenges to returning to growth facing brands around the world.
Success in the "Pull Economy" means understanding that a number of significant business principles have changed. In a hyper connected world information flows much faster and more freely. Organisations as a result are subjected to a growing level of collective intelligence and value creation from outside the company's walls brought on by the increased collaboration of customer/consumers, consumers, employees and suppliers in what is now a much larger ecosystem of data, conversation, innovation and participation. There needs to be a knowledge framework to help companies manage this transformational change and maximise as much value from it in a way that benefits the business and the customer/consumer.
What's Next: Health & Wellness - Disruption & Adapting for the ReboundOgilvy Consulting
The COVID-19 crisis is rapidly changing how individuals are managing their health and well-being, approaching life with more gratitude and resilience. Digital health solutions adoption is booming as are some wellness sectors, and will contribute to the emergence of new healthcare models faster than expected.
In this webinar, learn how it will become essential for any healthcare provider to propose compassionate and empathetic care experiences to their clients, leveraging wellness to stay relevant in these turbulent times. Join us to understand some quick wins and envision your post-crisis healthcare shift.
The PurPle Index ranks companies on how well they have engaged people around their purpose and initiatives online. Here, we look at four opportunity areas -environment, education, health and human potential. Find out how the Fortune Global 100 companies fare and connect with us to help your brand define its purpose. Visit purple.mslgroup.com
Are You Measuring The Right Social Media Metrics?Emarketeers
It was Einstein who said "just because you can measure something doesn't mean you should".
In the world of social media, Facebook 'likes' are very easy to measure, but very hard to value. Is it therefore possible that we are basing our activity in social media around things that are easy to measure, rather than the things that create the most value?
In this lunchtime webinar, Richard Stacy discusses the value of measuring social media metrics and which ones we should be focussing on.
The End of Business as Usual Rewire the Way You Work to Succeed in the Consum...Brian Solis
The End of Business as Usual by Brian Solis is available on GetAbstract for those who need the key takeaways but don't have the time to read the entire book.
Takeaways:
The digital revolution is radically transformative for businesses. These changes are not just technological. They directly affect consumer behavior. Companies that cannot adapt to these changes face obsolescence. Businesses used to define their brands. Today, “connected consumers” define them. Companies must connect with consumers on a personal basis. They must treat consumers as valued partners, not just as sales targets.
To build relationships and win sales, companies need to create satisfying experiences for their connected consumers. The way people connect online activates distribution chains that rival any broadcast network. To earn the trust of connected customers, businesses must engage them online in a positive way. You must appeal to customers’ emotions. Through such engagement, businesses stay relevant and build a robust future.
What You Will Learn
1) What strategies will help you exploit the nature, extent and impact of the digital revolution; 2) What influence “connected consumers” wield; and 3) How organizations can engage them effectively.
How to cook up meaningful innovation with an innovation lab.
The way businesses need to organize and behave has fundamentally shifted. Across industries, companies, and organizational functions, we have heard many of the world’s most innovative companies echo the same challenge: businesses must urgently embrace a more nimble and entrepreneurial approach in order to stay competitive. We call this challenge of how big companies can leverage scale while staying innovative “big entrepreneurship.” Incubating Innovation is one of five pieces in our report, Big Entrepreneurship, aimed at deconstructing some of the complex challenges around big entrepreneurship and provide actionable insights for business leaders.
This report was created by Fahrenheit 212, a global innovation strategy and design firm. We define innovation strategies and develop new products, services, and experiences that create sustainable, profitable growth for our clients. We challenge the belief that innovation is inherently unreliable and have spent the last decade designing the method, building the model, and assembling the minds to make innovation a predictable driver of growth for our clients' businesses.
Creating Growth From Retail's New CrossroadsFahrenheit 212
While empowerment, loyalty & customer service are well established drivers of growth, confidence is a meaningful consumer driver in search of tangible mechanisms.
Designer Games - Creative Exercises to Enhance Your WorkJohn H Douglass
Ultimately we’re all fighting for users, but which ideas will win their favor? Sometimes, in the battle arena of meetings, requirements and design reviews, the loudest voice gets heard but not necessarily the best. Sometimes design sensibilities and user feedback take a backseat to politics, short-term goals or decisions by committee. In this talk you’ll learn more about a few useful weapons, such as gamestorming and design critiques, to make sure the best ideas win.
Strategy>Shift guide: 9 Ways to Promote Sustainability without GreenwashingThinkshift Communications
Avoiding greenwashing is a real communications challenge—even for the most sustainable companies. That telltale streak of hyperbole is easy to spot when others are doing it, but much harder to see in your own marketing. At the same time, audiences are more skeptical than ever—and they have the means to call you on it when you overreach.
That’s no reason to shy away from promoting environmental benefits, though. Follow the advice in our "9 Ways to Promote Sustainability without Greenwashing" Strategy>Shift guide, and you can make your case with confidence. It gives you a concise set of guidelines and why they matter, plus tips for staying inside the lines.
How Generational Preferences Affect Audience Engagement for Dietary Suppleme...CBD Marketing
Conducted by CBD Marketing in Chicago, this study analyzes consumers across different generational segments and how their unique preferences can impact the marketing strategies of dietary supplement brands.
Don't Assume: How Generational Preferences Affect Audience Engagement for Die...CBD Marketing
Conducted by CBD Marketing in Chicago, this study analyzes consumers across different generational segments and how their unique preferences can impact the marketing strategies of dietary supplement brands.
Don't Assume: How Generational Preferences Affect Audience Engagement for Di...CBD Marketing
Conducted by CBD Marketing in Chicago, this study analyzes consumers across different generational segments and how their unique preferences can impact the marketing strategies of dietary supplement brands.
CONSUMER BEHAVIOR: THE PSYCHOLOGY OF MARKETING By Dr.Mahboob Khan PhdHealthcare consultant
One "official" definition of consumer behavior is "The study of individuals, groups, or organizations and the processes they use to select, secure, use, and dispose of products, services, experiences, or ideas to satisfy needs and the impacts that these processes have on the consumer and society." Although it is not necessary to memorize this definition.
Great things in business are never done by one person. They're done by a team of people.
Technology is nothing. What's important is that you have a faith in people, that they're basically good and smart, and if you give them tools, they'll do wonderful things with them.
That's been one of my mantras - focus and simplicity. Simple can be harder than complex: You have to work hard to get your thinking clean to make it simple. But it's worth it in the end because once you get there, you can move mountains.
Steve Jobs
CEI’s Values Based Communications Project
Our Challenge: Make Good Policy Good Politics
Our Question: Just because we’re right, do we have to lose?
CEI’s communication work suggests the answer should be a resounding NO!
Capitalism creates a massive middle class
Produces entrepreneurs and intellectuals
Intellectuals criticize (envy) and de-legitimize entrepreneurs
Culture grows skeptical of business, support for government intervention grows.
Wealth creation suffers, individuals suffer.
Now, next and near future: Our planning framework for Covid-19 and beyondDani Goodwin
Here at twentysix, we’ve been working non-stop to guide our clients through these uncertain times. From this experience, we’ve produced a free marketing strategy playbook to support businesses with the now, next and near future.
NACM Agricultural Suppliers Meeting, Jan 20, 2017 at the Hilton Conference Center in Gainesville, FL. The slides accompany a presentation about how to explain agricultural concepts to the public, borrowing from what has been learned from psychology, crisis communication and public service.
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/
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.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
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
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
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2. Natural Selection 2
Moving gradually but with the brute force of a
tsunami, the natural movement is flowing through
every aisle in every store near you, churning up tough
questions for every growth-minded consumer-facing
business and its innovation efforts.
3. Natural Selection 3
By now, the natural movement’s beginnings a few
decades ago seem quaint and cute, tucked away in quiet,
crunchy natural specialty outlets where the snacks tasted
like recycled cardboard, the deodorants left you naturally
odiferous, the toothpaste was chalky and the skin
creams left you spotty.
Initially laughed off by big business as a permanently
fringe vestige of the Woodstock generation —a largely
symbolic push-back against consumerism and the toxic
side-effects of scientific progress — the aspiration for
more natural lifestyles has transcended those origins
and never looked back.
Fast-forward to today and the natural movement is a
powerful market-changing force rapidly transforming
a host of verticals, categories, and channels that once
scoffed at its importance.
Natural
Origins
4. Natural Selection 4
markets. The world’s fastest growing markets for natural
personal care, for instance, are Brazil and China, with the
latter racking up 24% growth in 2013. That’s a lot of green.
With much of this growth coming at the expense of
established, less natural products, the movement
is opening doors for new winners, denting unresponsive
incumbents, reshaping retail, and remaking consumer
expectations on the way.
It took a while, but big business is now gulping the natural
Kool-Aid, for the obvious reason that natural is now worth
a fortune. Sales of “natural products” — a loosely defined
amalgam of things sitting at the crossroads of simplicity,
sustainability, health and wellness, less bad stuff and
more of nature’s bounty — are growing at rates that many
big companies can only envy, and with a breadth that few
saw coming.
What began in natural channels has gushed into
mainstream grocery, which now accounts for the majority
of natural product sales. Surprising though it may be,
Costco is surpassing Whole Foods as the biggest purveyor
of organic foods in the U.S.
From its original beachhead in food, the natural
wave has now hit dozens of categories spanning
food & beverage, health & beauty, household products
and more.
And what was initially seen as a mature market
phenomenon has proved equally powerful in emerging
Natural
Growth
6. Natural Selection 6
On the whole, big manufacturers’ responses to the
natural movement have been fragmented and patchy.
Most players have come late to the movement, and
spent the last few years blowing out dandelion-like
sprays of disconnected tactical initiatives across
multiple fronts.
Some are trying to tap in by applying a more natural
veneer to largely unchanged products. Others by
writing big checks to purge unpronounceable
ingredients from their labels, improve the footprint
of their processes, packaging and supply chains,
or buy up interesting little natural businesses with
no clear sightline to scale.
For many companies, natural demands a dramatic
widening of the innovation aperture, driving
innovation downward into supply chains, processes
and business models, and upward into defining
public stances on a host of category-specific issues
relevant to naturalness and sustainability.
These changes are overdue and undeniably positive.
But they can be painful, slow, and margin dilutive in
the near term, with little certainty of payout for
businesses built on speed, scale and mass marketing.
Facing these dilemmas, many a growth-minded
leader is losing sleep (or should be) over which
natural bets to double down on.
Call it the conundrum of natural
selection — the pressure to replace
scattered, reactive activities with
deliberate, choiceful strategy. To move
from shallow, fast-follower product
adjustments to bolder bets capable of
disrupting the competition and
carving big, defensible slices of this
growing market.
Natural
Response
7. Natural Selection
The root cause of the conundrum is that while many
companies have embraced the need to be in the natural
game, too few have clarity on what they want out of it.
The natural dynamic is an inclusive one, but without
clarity on your goals and your right to win, the odds of
beating back the Naturalistas — companies purpose-built
for the natural game — aren’t what you need them to be.
For big companies, changing the odds demands that they
answer a host of difficult questions, make hard choices,
and find the uniquely winnable battles. To get there, it’s
helpful to look beneath the natural veneer at the deep
human needs propelling the movement.
Natural
Motives
7
8. TRANS
PARENCY
authent
icity
trust
Natural Selection 8
Mainstream consumers didn’t just wake up one
morning, see the sun beaming off the morning dew
and decide natural matters more than it used to.
The movement traces to a handful of factors splicing
together: greater public consciousness of health &
wellness, unprecedented access to information and
peer opinions, rising expectations for transparency,
and a desire to reconnect to simpler values in
stressful, tech-saturated lives.
But there’s a less-discussed dynamic in the background
that’s responsible for the movement’s new breadth
and urgency: the meltdown of mainstream consumers’
faith in institutions they once trusted.
Like a row of falling dominoes, big government, big
banks, big science, big media, big medicine, and
Natural,
Uprooted
big food have stumbled or outright fallen from grace,
leaving consumers wondering whether anyone really
has their backs.
Evaporating confidence in these institutions has
left a vacuum of trust and control that’s spawned
compensatory consumer behavior.
When you look deeply at the consumers who ignited
the natural movement decades ago, many of their
underlying motivations weren’t about health and
nature, but trust and control.
For these early movers, the need to question the merits
of every product and ingredient flowing through their
lives was a by-product of doubting whether big modern
enterprises could be trusted to do the right thing.
9. To win in the natural dynamic, these businesses need a
different playbook than the one that got them where they
are today. And for too many companies, that playbook
remains ill defined. The opportunity cost of not figuring
it out is soaring.
9
In a way, nature wasn’t just pristine and fresh; it was
the last unfettered institution — the only institution that
never gets it wrong, never has a hidden agenda, never
cuts corners, and, barring the occasional chameleon
or stick bug, never pretends to be anything it isn’t.
Nature doesn’t dress actors in lab coats, use chemicals to
simulate flavors, or use formaldehyde to fend off spoilage.
The scary thing for big companies is that trust in all things
natural is, for a growing cadre of consumers, trumping
the trust that once vested only in famous brands. To an
unprecedented degree, upstart natural brands can now
arrive at shelf day one with levels of trust and pricing
power that once took decades and millions of marketing
dollars to cultivate. The consequences of this are
huge. Hard-earned brand equity, which has long been
big CPG’s greatest barrier to entry, is by degrees being
devalued as a source of competitive advantage for
businesses trying to grow in the natural tailwind. The
same can be said of industrial scale, mass marketing,
and mass distribution.
Natural,
Uprooted
Natural Selection
10. The path to winning in
natural starts with answering
a series of mission critical
strategic questions.
10Natural Selection
11. Natural Selection 11
What does ‘natural’ really
mean for my company and
categories?
In some businesses, it is defined by channel. In others
it means ‘alternative to science’. In others it’s about
brand positioning, formulation, semiotics or consumer
segmentation. Many companies find the word natural
to be too narrow and functional, when the opportunity
extends beyond ingredients to ethics, esthetics, stories,
the dialing down of the bad stuff and dialing up of the
good. Without clarity on what you mean by natural, the
rest of the questions won’t help you. A logical starting
point is to understand what natural really means to your
consumers today, and to those you’d like to convert, and
work backwards from there. Is it fundamentally about
institutional trust, personal lifestyle, social values,
health concerns, or some combination of these factors?
Saying it’s both a threat to the business and an
opportunity to grow into new spaces is comforting and
may be somewhat true, but it’s a lazy and unhelpful answer
as you try to mobilize your organization. Playing offense
and playing defense are very different things,
with big implications for strategy, the depth of resources
you’re willing to throw at it, the amount of disruption
you’re willing to tolerate, and the time horizon in which
you’ll measure success.
SPOILER ALERT 01
If you’re primarily playing defense, seeing a real risk that the
natural wave might wash your core business away, you need
to be coming at it with a level of aggression which you wouldn’t
need if natural was merely one of many attractive growth
opportunities in consideration.
Are we treating the natural
movement as a threat or an
opportunity?
What’s the relationship
between the natural space
and our growth strategy?
If you aren’t pulling growth in natural, where else will
your growth come from? Is natural your biggest growth
priority, one of many to be treated proportionally, or
simply a ‘how’ — an undercurrent theme applied within
other opportunity spaces?
12. Natural Selection 12
In which products and
categories are consumers
willing to pay more for
natural products and
experiences?
Moving to more natural products typically drives
up component costs, brings constraints to procurement,
and shortens shelf life. Knowing these cost hits are
coming, where should you aim innovation to maximize
the likelihood of all those costs passing through to
consumers? This is a particularly critical question for
big companies and brands whose business models
are predicated on leveraging efficiency to hit attractive
price points.
The right answer to this is a function of the questions
before it.
SPOILER ALERT 02
If you’re viewing natural as a growth play, you’re more likely
to succeed if you’re stepping into new adjacencies, rather than
parking cannibalistic natural options alongside your current
non-natural offerings.
Should we approach the
natural space through
close-in renovation, further
out adjacencies, or bona
fide disruption?
How can we be sure our
natural plays disrupt the
market as much as they
disrupt our operations, supply
chain and cost structure?
The point is not to play in natural, but to win there. The
problem for late-mover big CPG organizations is they can
easily spend a fortune swapping out existing ingredients,
packs and processes for more natural ones, only to find
the marketplace yawning when the updated offerings
arrive. Filling competitive gaps is important. But spending
a fortune only to get to parity isn’t good business. Obsess
over how to bring transformational new consumer value to
the natural space.
13. Natural Selection 13
What tradeoffs are we willing
to endure to win in natural?
For many businesses, entering the natural fray can mean
sacrificing sacred cows, be they performance attributes,
brand identity, line architecture, price thresholds, or
relative perception of legacy products. Getting these
tradeoffs into the strategy discussion from day one is
critical to avoiding years of expensive development work
getting bogged down at the back end, when the tough
tradeoff discussions belatedly happen.
The natural space is packed with beautiful but tiny
businesses. It’s fragmented in a way that big businesses
find toxic, and growing more crowded by the day. Most
natural success stories start small, build a passionate base,
and require cautious cultivation that few big companies
have the patience for. This is where the build or buy
question is critical. Buying fledgling natural businesses
can be a helpful accelerant, circumventing the early stages
of proof of concept. But it doesn’t ensure meaningful scale
will arrive down the road. This is where strategic decisions
around categories and synergies with existing capabilities
are critical. As is defining what acceptable scale looks like
for the natural businesses that will sit alongside the bigger
base business in the P&L.
What’s our definition of scale,
and cadence to getting there?
How do we innovate for the
natural movement’s future,
rather than its present?
One of the biggest traps for late-movers into the natural
space is seeing natural as the point, rather than a means to
an end. Another is seeing natural as a destination rather
than a dynamic. The natural marketplace has undergone
multiple evolutions from its early days. Where devout early
adopter natural consumers were willing endure big
performance tradeoffs, that’s not the case today. Just as
the hybrid car only became popular when it could do
70mph, mainstream acceptance of natural only took hold
as natural options began to perform, taste, look and feel
as good as their less natural counterparts. Ask yourself
questions like: ‘am I out to bring new naturalness to
performance, or new performance to naturalness?’ Go
where natural is heading, rather than where it is today.
14. Natural Selection 14
Natural is a very simple idea. Succeeding in it less so.
The myriad constraints of natural can be powerful
mechanisms to spur breakthrough innovations,
challenging us to do more with less, and to find
simple, elegant solves for the killer questions that
need to be navigated. The companies that tackle
these questions head-on, with a bravery and clarity
of strategic intent, will be the ones who surf the
natural wave, before it washes them away.