This document provides an overview of international business concepts. It discusses the economic basis for international trade, including absolute and comparative advantage. Countries benefit from specializing in what they can produce most efficiently and trading with other countries. The document then covers various methods for entering international markets, such as exporting, licensing, joint ventures, foreign direct investment, and strategic alliances. It also discusses common trade restrictions imposed by governments and international trade agreements.
The document discusses franchising and buying existing businesses. It defines key terms related to franchising like franchisor and franchisee. The pros and cons of franchising are outlined, including the potential for success but also costs and loss of independence. The process for evaluating franchise opportunities is described, including investigating the franchisor and franchisees. Requirements for franchise disclosure documents are also reviewed. Regarding buying existing businesses, reasons why such as reducing startup risks are provided. Steps for finding, investigating and evaluating potential businesses to purchase are then outlined.
This chapter discusses franchising and buying existing businesses as options for starting a small business. It defines key terms related to franchising like franchisor, franchisee, and franchise disclosure document. The chapter covers evaluating franchise opportunities, including investigating the franchise and reviewing its disclosure documents. It also discusses reasons for buying an existing business, such as reducing startup risks. The process for evaluating potential acquisitions, including due diligence investigations of financials and valuations, is also outlined.
The document discusses developing startup ideas and evaluating their feasibility. It describes different types of startup ideas and how to generate new ideas through innovative thinking. An entrepreneur should analyze the external environment, including industry trends and competitors, and internal resources and capabilities. A SWOT analysis can help screen ideas by integrating these internal and external factors. The feasibility of an idea depends on whether the market and competitive advantages are strong and whether management has the capability to execute the strategy. The document provides frameworks to screen ideas and identify any fatal flaws that could cause a startup to fail.
This document discusses developing startup ideas and assessing business opportunities. It covers identifying potential new products or services, using innovative thinking to generate ideas, and analyzing opportunities both from an outside perspective considering the general business environment and industry, and from an inside perspective evaluating a firm's own resources and capabilities. Key frameworks covered include the SWOT analysis to integrate internal and external assessments, and identifying opportunities that match a venture's strengths in the "sweet spot" of high opportunity and low threat. The overall goal is to help entrepreneurs screen ideas and identify those with the greatest potential feasibility.
The document discusses developing startup ideas and evaluating their feasibility. It describes different types of startup ideas and how to generate new ideas through innovative thinking. An entrepreneur should analyze the external environment, including industry trends and competitors, and internal resources and capabilities. A SWOT analysis can help screen ideas by integrating these internal and external factors. The feasibility of an idea depends on whether there is a market need and competitive advantage, the management team's capabilities match the venture, and there are no fatal flaws like lack of market potential. The most promising ideas are those in an entrepreneur's opportunity "sweet spot" that have strengths outweighing weaknesses and opportunities outweighing threats.
The document discusses key concepts around creating and pricing products to satisfy customers. It covers classifying products as consumer or business products and explains their different categories. It also defines the product life cycle and important stages. Additional topics include product lines and mix, managing product mix through modification or new product development, reasons products fail, and the importance of branding, packaging and labeling.
This document outlines learning objectives and key concepts for exploring the world of business and economics. It discusses the definition of business and economics, different economic systems like capitalism and command economies, factors of production, and the role of households, businesses, and governments in a mixed economy.
The document discusses franchising and buying existing businesses. It defines key terms related to franchising like franchisor and franchisee. The pros and cons of franchising are outlined, including the potential for success but also costs and loss of independence. The process for evaluating franchise opportunities is described, including investigating the franchisor and franchisees. Requirements for franchise disclosure documents are also reviewed. Regarding buying existing businesses, reasons why such as reducing startup risks are provided. Steps for finding, investigating and evaluating potential businesses to purchase are then outlined.
This chapter discusses franchising and buying existing businesses as options for starting a small business. It defines key terms related to franchising like franchisor, franchisee, and franchise disclosure document. The chapter covers evaluating franchise opportunities, including investigating the franchise and reviewing its disclosure documents. It also discusses reasons for buying an existing business, such as reducing startup risks. The process for evaluating potential acquisitions, including due diligence investigations of financials and valuations, is also outlined.
The document discusses developing startup ideas and evaluating their feasibility. It describes different types of startup ideas and how to generate new ideas through innovative thinking. An entrepreneur should analyze the external environment, including industry trends and competitors, and internal resources and capabilities. A SWOT analysis can help screen ideas by integrating these internal and external factors. The feasibility of an idea depends on whether the market and competitive advantages are strong and whether management has the capability to execute the strategy. The document provides frameworks to screen ideas and identify any fatal flaws that could cause a startup to fail.
This document discusses developing startup ideas and assessing business opportunities. It covers identifying potential new products or services, using innovative thinking to generate ideas, and analyzing opportunities both from an outside perspective considering the general business environment and industry, and from an inside perspective evaluating a firm's own resources and capabilities. Key frameworks covered include the SWOT analysis to integrate internal and external assessments, and identifying opportunities that match a venture's strengths in the "sweet spot" of high opportunity and low threat. The overall goal is to help entrepreneurs screen ideas and identify those with the greatest potential feasibility.
The document discusses developing startup ideas and evaluating their feasibility. It describes different types of startup ideas and how to generate new ideas through innovative thinking. An entrepreneur should analyze the external environment, including industry trends and competitors, and internal resources and capabilities. A SWOT analysis can help screen ideas by integrating these internal and external factors. The feasibility of an idea depends on whether there is a market need and competitive advantage, the management team's capabilities match the venture, and there are no fatal flaws like lack of market potential. The most promising ideas are those in an entrepreneur's opportunity "sweet spot" that have strengths outweighing weaknesses and opportunities outweighing threats.
The document discusses key concepts around creating and pricing products to satisfy customers. It covers classifying products as consumer or business products and explains their different categories. It also defines the product life cycle and important stages. Additional topics include product lines and mix, managing product mix through modification or new product development, reasons products fail, and the importance of branding, packaging and labeling.
This document outlines learning objectives and key concepts for exploring the world of business and economics. It discusses the definition of business and economics, different economic systems like capitalism and command economies, factors of production, and the role of households, businesses, and governments in a mixed economy.
Identify the management goal and organizational structure of the Multinational Corporation (MNC).
Describe the key theories that justify international business.
Explain the common methods used to conduct international business.
Provide a model for valuing the MNC.
This document discusses three global market entry strategies: franchising, foreign direct investment, and licensing. Franchising involves a contractual relationship where the franchisor offers business support and the franchisee makes a substantial investment. Foreign direct investment refers to establishing foreign subsidiaries or acquiring shares in foreign companies. Licensing involves granting permission to use intellectual property in exchange for fees or royalties.
This document discusses key topics in international financial management. It begins by outlining the management goals and organizational structures of multinational corporations (MNCs). It then discusses agency problems that arise between managers and shareholders of MNCs and methods used by MNCs to control these problems. Common methods for MNCs to conduct international business are also outlined, including international trade, licensing, franchising, joint ventures, acquisitions, and establishing new foreign subsidiaries. Theories justifying why firms pursue international business like competitive advantage and product life cycles are also summarized.
International Business Introduction, Nature and ScopeDheeraj Rajput
This document provides an overview of international business, including its nature, benefits, problems, and scope. It discusses various entry strategies for international business such as licensing, exporting, franchising, contract manufacturing, joint ventures, strategic alliances, and foreign direct investment. Examples are given for each entry strategy. The document aims to introduce the key concepts of international business.
The document discusses various aspects of organizing a small business, including forming a management team, legal structures, alliances, and boards of directors. It describes the characteristics of effective management teams and compares different legal forms like sole proprietorships, partnerships, C corporations, S corporations, limited liability companies, and nonprofits. Key factors for choosing a legal structure include costs, continuity, ownership transferability, liability, tax implications, and attracting capital. Specialized forms provide benefits like limiting liability for owners while passing tax obligations to individuals. Well-structured organizations and governance help small businesses succeed.
Unit-1-lecture-1(Introduction, Nature and Scope of International business)Dr.B.B. Tiwari
International business refers to buying and selling goods or services across national borders. There are several reasons for and forms of engaging in international business. Reasons include exploring growth opportunities, reducing costs, and accessing new technologies or capital. Major forms include exporting, licensing, franchising, contract manufacturing, joint ventures, strategic alliances, and foreign direct investment through foreign subsidiaries. While international business provides benefits like large economies of scale, it also presents challenges such as differing cultures, currencies, laws and regulations between countries.
The document discusses entrepreneurship and small businesses. It defines what constitutes a small business and outlines various types of entrepreneurs, including founders, franchisees, and social entrepreneurs. The document notes that small businesses make up most businesses and employment in the US. It also discusses motivations for becoming an entrepreneur, including being passionate about an idea, seeking challenges, or leaving an undesirable job situation. Overall, the document provides an overview of entrepreneurship, small business ownership, and reasons why people become entrepreneurs.
The document provides guidelines for refining a business plan for different contexts and business types. It recommends tailoring the plan to specific audiences by including details relevant to raising capital from banks or investors. It also suggests customizing the plan based on the type of business, such as including production details for manufacturers, quality procedures for service businesses, intellectual property plans for tech companies, and marketing info for retailers. The overall goal is to present all important business details to convince readers that the venture is viable and their money will be safely invested.
The document discusses various internal and external strategies for firm growth, including new product development, international expansion, mergers and acquisitions, licensing, strategic alliances, joint ventures, and franchising. It describes the advantages and disadvantages of each strategy. For example, it notes that new product development is necessary for remaining competitive in fast-paced industries, but is also risky. It also provides details on the types of strategic alliances, joint ventures, franchise agreements and systems, and considerations for when franchising is most appropriate for growth.
Licensing is another way to enter a foreign market with a limited degree of risk. Under international Licensing, a firm in one country permits a firm in another country to use its intellectual property( Patents, trade marks etc).
This document provides an overview of corporate-level strategies including horizontal integration, vertical integration, and strategic outsourcing. It discusses how these strategies can be used to strengthen a company's business model and business-level strategies. The document also covers topics such as the benefits and disadvantages of horizontal integration, the differences between a company's internal value chain and an industry value chain, and when cooperative relationships may substitute for vertical integration.
0Chapter 10Managing Business Marketing ChannelsVannaJoy20
01A N N U A L R E P O R T 2021
A N N U A L R E P O R T 2 0 2 1
K I M LY L I M I T E D02
Content
02 CORPORATE PROFILE
03 OUR BUSINESSES
04 OUR NETWORK
05 MILESTONES
07 MESSAGE TO SHAREHOLDERS
17 BOARD OF DIRECTORS
19 KEY MANAGEMENT
22 FINANCIAL HIGHLIGHTS
24 FINANCIAL REVIEW
27 CORPORATE INFORMATION
This annual report has been reviewed by the Company’s Sponsor,
PrimePartners Corporate Finance Pte. Ltd. (the “Sponsor”). It has not
been examined or approved by the Singapore Exchange Securities Trading
Limited (the "Exchange") and the Exchange assumes no responsibility for the
contents of this document, including the correctness of any of the statements
or opinions made or reports contained in this document.
The contact person for the Sponsor is Mr. Joseph Au, 16 Collyer Quay, #10-00
Income at Raffles, Singapore 049318, [email protected] sg.
Corporate
Profile
Kimly Limited (the “Company” or “Kimly”, and together with
its subsidiaries, the “Group”) is one of the largest traditional
coffeeshop operators in Singapore with more than 30 years
of experience. The Group operates and manages an extensive
network of 85 food outlets under “Kimly”, “foodclique” and a third
party brand, 139 food stalls comprising Mixed Vegetable Rice,
Teochew Porridge, Dim Sum, Seafood “Zi Char”, Kanaaji Japanese
Tonkatsu, two Tonkichi restaurants and seven Rive Gauche
confectionery shops.
While keeping to the heritage of a traditional coffeeshop that
provides affordable food for all, Kimly is also constantly
modernising to keep up with the times and changing consumer
trends, through digitalisation, strengthening the operations and
upscaling capabilities. All its food retail products are currently
available for online ordering through Deliveroo, Foodpanda,
GrabFood and Oddle.
The Group continues to proactively extend its footprints and
revenue streams through suitable merger and acquisition
(“M & A”) projects.
The Company was successfully listed on Catalist of the SGX-ST
on 20 March 2017.
K I M LY L I M I T E D02
03A N N U A L R E P O R T 2021
OUTLET MANAGEMENT DIVISION
Under our Outlet Management Division, the Group operates
and manages 67 coffeeshops, and seven industrial canteens,
and two food courts under the “foodclique” brand.
With our proven and established track record as a food outlet
operator, we have been able to attract quality and anchor
tenants with whom we have forged strong longstanding
relationships. As at the date of this report, Kimly maintained
a healthy occupancy rate of 98% for a total of 680 stalls within
our managed food outlets.
FOOD RETAIL DIVISION
Catering to a broad and varied customer base and supported by
our Central Kitchen, the Group’s 139 food stalls, two Tonkichi
restaurants and seven Rive Gauche confectionery shops under
our Food Retail portfolio comprises:
Our Central Kitchens supply sauces, marinades, pastries
and semifinished food prod ...
This document discusses activity-based costing (ABC) and management. It begins with learning objectives about ABC and how it differs from traditional costing. It then provides examples to illustrate key aspects of ABC, including how it assigns costs based on a company's activities and cost drivers, rather than simple allocation bases like direct labor hours. This leads to more accurate product costs than traditional costing by tracing overhead to products based on their actual consumption of activities. The document also discusses how to identify activities, assign costs to activity cost pools, select cost drivers, and allocate activity costs to final cost objects.
This document outlines key steps in the accounting cycle and accounting principles. It discusses the role of accounting records in tracking business activities and evaluating performance. It introduces ledger accounts and how debits and credits are used to record increases and decreases in asset, liability, and equity accounts. The document explains the double-entry system of accounting, where equal debit and credit entries are recorded for every transaction. It also covers accounting principles like realization and matching that determine when revenue and expenses are recorded.
Society refers to the structured relations and institutions among a large community of people. The concept developed in the 14th century but was further defined by Emile Durkheim in the 19th century. There are five major types of societies: hunting and gathering, horticultural/pastoral, agrarian, industrial, and post-industrial. Hunting and gathering societies were the oldest and most egalitarian but now few exist. Horticultural/pastoral societies developed agriculture and animal husbandry 10,000 years ago. Agrarian societies emerged 5,000 years ago with plow invention, creating surpluses and inequality. Industrial societies began in the 1700s and were based on factories. Post-industrial societies have
Pakistan unveiled a new political map showing all of Jammu and Kashmir and Gilgit-Baltistan as Pakistani territory. This was in response to a similar map released by India and to confront India's annexation of Kashmir. The new map drew criticism from India as an exercise in political absurdity, while the Pakistani opposition urged the government to present the map internationally. The map aims to highlight Pakistan's position on Kashmir and draw attention to the long-standing dispute over the region.
Identify the management goal and organizational structure of the Multinational Corporation (MNC).
Describe the key theories that justify international business.
Explain the common methods used to conduct international business.
Provide a model for valuing the MNC.
This document discusses three global market entry strategies: franchising, foreign direct investment, and licensing. Franchising involves a contractual relationship where the franchisor offers business support and the franchisee makes a substantial investment. Foreign direct investment refers to establishing foreign subsidiaries or acquiring shares in foreign companies. Licensing involves granting permission to use intellectual property in exchange for fees or royalties.
This document discusses key topics in international financial management. It begins by outlining the management goals and organizational structures of multinational corporations (MNCs). It then discusses agency problems that arise between managers and shareholders of MNCs and methods used by MNCs to control these problems. Common methods for MNCs to conduct international business are also outlined, including international trade, licensing, franchising, joint ventures, acquisitions, and establishing new foreign subsidiaries. Theories justifying why firms pursue international business like competitive advantage and product life cycles are also summarized.
International Business Introduction, Nature and ScopeDheeraj Rajput
This document provides an overview of international business, including its nature, benefits, problems, and scope. It discusses various entry strategies for international business such as licensing, exporting, franchising, contract manufacturing, joint ventures, strategic alliances, and foreign direct investment. Examples are given for each entry strategy. The document aims to introduce the key concepts of international business.
The document discusses various aspects of organizing a small business, including forming a management team, legal structures, alliances, and boards of directors. It describes the characteristics of effective management teams and compares different legal forms like sole proprietorships, partnerships, C corporations, S corporations, limited liability companies, and nonprofits. Key factors for choosing a legal structure include costs, continuity, ownership transferability, liability, tax implications, and attracting capital. Specialized forms provide benefits like limiting liability for owners while passing tax obligations to individuals. Well-structured organizations and governance help small businesses succeed.
Unit-1-lecture-1(Introduction, Nature and Scope of International business)Dr.B.B. Tiwari
International business refers to buying and selling goods or services across national borders. There are several reasons for and forms of engaging in international business. Reasons include exploring growth opportunities, reducing costs, and accessing new technologies or capital. Major forms include exporting, licensing, franchising, contract manufacturing, joint ventures, strategic alliances, and foreign direct investment through foreign subsidiaries. While international business provides benefits like large economies of scale, it also presents challenges such as differing cultures, currencies, laws and regulations between countries.
The document discusses entrepreneurship and small businesses. It defines what constitutes a small business and outlines various types of entrepreneurs, including founders, franchisees, and social entrepreneurs. The document notes that small businesses make up most businesses and employment in the US. It also discusses motivations for becoming an entrepreneur, including being passionate about an idea, seeking challenges, or leaving an undesirable job situation. Overall, the document provides an overview of entrepreneurship, small business ownership, and reasons why people become entrepreneurs.
The document provides guidelines for refining a business plan for different contexts and business types. It recommends tailoring the plan to specific audiences by including details relevant to raising capital from banks or investors. It also suggests customizing the plan based on the type of business, such as including production details for manufacturers, quality procedures for service businesses, intellectual property plans for tech companies, and marketing info for retailers. The overall goal is to present all important business details to convince readers that the venture is viable and their money will be safely invested.
The document discusses various internal and external strategies for firm growth, including new product development, international expansion, mergers and acquisitions, licensing, strategic alliances, joint ventures, and franchising. It describes the advantages and disadvantages of each strategy. For example, it notes that new product development is necessary for remaining competitive in fast-paced industries, but is also risky. It also provides details on the types of strategic alliances, joint ventures, franchise agreements and systems, and considerations for when franchising is most appropriate for growth.
Licensing is another way to enter a foreign market with a limited degree of risk. Under international Licensing, a firm in one country permits a firm in another country to use its intellectual property( Patents, trade marks etc).
This document provides an overview of corporate-level strategies including horizontal integration, vertical integration, and strategic outsourcing. It discusses how these strategies can be used to strengthen a company's business model and business-level strategies. The document also covers topics such as the benefits and disadvantages of horizontal integration, the differences between a company's internal value chain and an industry value chain, and when cooperative relationships may substitute for vertical integration.
0Chapter 10Managing Business Marketing ChannelsVannaJoy20
01A N N U A L R E P O R T 2021
A N N U A L R E P O R T 2 0 2 1
K I M LY L I M I T E D02
Content
02 CORPORATE PROFILE
03 OUR BUSINESSES
04 OUR NETWORK
05 MILESTONES
07 MESSAGE TO SHAREHOLDERS
17 BOARD OF DIRECTORS
19 KEY MANAGEMENT
22 FINANCIAL HIGHLIGHTS
24 FINANCIAL REVIEW
27 CORPORATE INFORMATION
This annual report has been reviewed by the Company’s Sponsor,
PrimePartners Corporate Finance Pte. Ltd. (the “Sponsor”). It has not
been examined or approved by the Singapore Exchange Securities Trading
Limited (the "Exchange") and the Exchange assumes no responsibility for the
contents of this document, including the correctness of any of the statements
or opinions made or reports contained in this document.
The contact person for the Sponsor is Mr. Joseph Au, 16 Collyer Quay, #10-00
Income at Raffles, Singapore 049318, [email protected] sg.
Corporate
Profile
Kimly Limited (the “Company” or “Kimly”, and together with
its subsidiaries, the “Group”) is one of the largest traditional
coffeeshop operators in Singapore with more than 30 years
of experience. The Group operates and manages an extensive
network of 85 food outlets under “Kimly”, “foodclique” and a third
party brand, 139 food stalls comprising Mixed Vegetable Rice,
Teochew Porridge, Dim Sum, Seafood “Zi Char”, Kanaaji Japanese
Tonkatsu, two Tonkichi restaurants and seven Rive Gauche
confectionery shops.
While keeping to the heritage of a traditional coffeeshop that
provides affordable food for all, Kimly is also constantly
modernising to keep up with the times and changing consumer
trends, through digitalisation, strengthening the operations and
upscaling capabilities. All its food retail products are currently
available for online ordering through Deliveroo, Foodpanda,
GrabFood and Oddle.
The Group continues to proactively extend its footprints and
revenue streams through suitable merger and acquisition
(“M & A”) projects.
The Company was successfully listed on Catalist of the SGX-ST
on 20 March 2017.
K I M LY L I M I T E D02
03A N N U A L R E P O R T 2021
OUTLET MANAGEMENT DIVISION
Under our Outlet Management Division, the Group operates
and manages 67 coffeeshops, and seven industrial canteens,
and two food courts under the “foodclique” brand.
With our proven and established track record as a food outlet
operator, we have been able to attract quality and anchor
tenants with whom we have forged strong longstanding
relationships. As at the date of this report, Kimly maintained
a healthy occupancy rate of 98% for a total of 680 stalls within
our managed food outlets.
FOOD RETAIL DIVISION
Catering to a broad and varied customer base and supported by
our Central Kitchen, the Group’s 139 food stalls, two Tonkichi
restaurants and seven Rive Gauche confectionery shops under
our Food Retail portfolio comprises:
Our Central Kitchens supply sauces, marinades, pastries
and semifinished food prod ...
This document discusses activity-based costing (ABC) and management. It begins with learning objectives about ABC and how it differs from traditional costing. It then provides examples to illustrate key aspects of ABC, including how it assigns costs based on a company's activities and cost drivers, rather than simple allocation bases like direct labor hours. This leads to more accurate product costs than traditional costing by tracing overhead to products based on their actual consumption of activities. The document also discusses how to identify activities, assign costs to activity cost pools, select cost drivers, and allocate activity costs to final cost objects.
This document outlines key steps in the accounting cycle and accounting principles. It discusses the role of accounting records in tracking business activities and evaluating performance. It introduces ledger accounts and how debits and credits are used to record increases and decreases in asset, liability, and equity accounts. The document explains the double-entry system of accounting, where equal debit and credit entries are recorded for every transaction. It also covers accounting principles like realization and matching that determine when revenue and expenses are recorded.
Society refers to the structured relations and institutions among a large community of people. The concept developed in the 14th century but was further defined by Emile Durkheim in the 19th century. There are five major types of societies: hunting and gathering, horticultural/pastoral, agrarian, industrial, and post-industrial. Hunting and gathering societies were the oldest and most egalitarian but now few exist. Horticultural/pastoral societies developed agriculture and animal husbandry 10,000 years ago. Agrarian societies emerged 5,000 years ago with plow invention, creating surpluses and inequality. Industrial societies began in the 1700s and were based on factories. Post-industrial societies have
Pakistan unveiled a new political map showing all of Jammu and Kashmir and Gilgit-Baltistan as Pakistani territory. This was in response to a similar map released by India and to confront India's annexation of Kashmir. The new map drew criticism from India as an exercise in political absurdity, while the Pakistani opposition urged the government to present the map internationally. The map aims to highlight Pakistan's position on Kashmir and draw attention to the long-standing dispute over the region.
This document discusses the theory of production and the law of variable proportions. It provides definitions and explanations of key concepts:
1) The theory of production examines how producers combine inputs to produce output given technological constraints. It focuses on production functions and laws of production.
2) The law of variable proportions states that as one variable input is increased while others stay fixed, marginal product will initially rise but eventually decline, leading to three stages: increasing, diminishing, and negative returns.
3) Economies of scale refer to cost advantages from increased scale of production, including internal economies from specialization and external economies from infrastructure. Diseconomies arise as firms grow beyond optimal size due to coordination problems.
The document discusses the historical background of Pakistan, focusing on the causes and failure of the 1857 War of Independence and its impact on Hindu-Muslim unity. It examines the economic, administrative, political, social, religious and military causes of the revolt. It then analyzes the causes of the revolt's failure, including lack of unity, public support, and efficient tactics. The document also discusses the Urdu-Hindi controversy and the roles of Sir Syed Ahmed Khan and the Congress in the growing divide between Hindus and Muslims in British India.
3 Simple Steps To Buy Verified Payoneer Account In 2024SEOSMMEARTH
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Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
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This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
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Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
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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.
Structural Design Process: Step-by-Step Guide for BuildingsChandresh Chudasama
The structural design process is explained: Follow our step-by-step guide to understand building design intricacies and ensure structural integrity. Learn how to build wonderful buildings with the help of our detailed information. Learn how to create structures with durability and reliability and also gain insights on ways of managing structures.
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
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.