This document summarizes key points from a presentation on measurement and communications metrics. It discusses defining objectives, key performance indicators, and dashboards to measure progress. Integrated dashboards were shown for a Defense department example to track metrics like perceptions of joining the military. The presentation emphasized consulting stakeholders on objectives, keeping insights simple, and highlighting successes to get buy-in for measurement programs.
A presentation by Katie Paine about how the future of measurement will include integration. Her slides outline 7 steps to follow to help you integrate communications measurement.
The Insights 2020 research presented here shows how companies can align insights and analytics strategy, structure and capability to drive business growth.
An interactive gaming publisher sought a way to transform its data model and capture mechanism to improve tracking and analysis of promotional activities and estimate the ROI for various promotional tactics. Learn more: http://www2.deloitte.com/us/en/pages/deloitte-analytics/articles/analytics-is-no-game-for-interactive-publisher.html
How SMBs in the UK are embracing social media [2015 Research]LinkedIn Europe
SMBs are driving Europe back to growth, and relying on social media to help them do it. Here’s how to put together a winning social strategy to reach them.
Getting smart with ad data and measurement nov 16Ian Gibbs
Data is transforming marketing for the better and worse. What can publishers, brands and marketers do to make sure they're planning and measuring using the data that matters?
A presentation by Katie Paine about how the future of measurement will include integration. Her slides outline 7 steps to follow to help you integrate communications measurement.
The Insights 2020 research presented here shows how companies can align insights and analytics strategy, structure and capability to drive business growth.
An interactive gaming publisher sought a way to transform its data model and capture mechanism to improve tracking and analysis of promotional activities and estimate the ROI for various promotional tactics. Learn more: http://www2.deloitte.com/us/en/pages/deloitte-analytics/articles/analytics-is-no-game-for-interactive-publisher.html
How SMBs in the UK are embracing social media [2015 Research]LinkedIn Europe
SMBs are driving Europe back to growth, and relying on social media to help them do it. Here’s how to put together a winning social strategy to reach them.
Getting smart with ad data and measurement nov 16Ian Gibbs
Data is transforming marketing for the better and worse. What can publishers, brands and marketers do to make sure they're planning and measuring using the data that matters?
Marketers are stepping up to drive business results. Creating more networked organizations, targeting above-market growth, and capturing - then using - effective customer insights are core capabilities.
Linking content to revenue infographic 2019John Follett
Success for consulting firms is a function of winning clients, retaining them, and turning them into loyal advocates. When firms can do these things efficiently, they enjoy higher margins. Efficiency in the consulting profession comes down to utilization, enabling consultants to stay focused on the highest and best use of time for their firms.
Each year, almost 1,000 event marketing executives gather at the Event Marketing Summit (#emslive) to hear emerging trends, best practices, and insights from leading brands. Check out our top 10 takeaways from #emslive—including an early look at new EventTrack2014 research unveiled during the conference.
Marketing Trends by Peter Weinberg, LinkedIn Deserrie Perez
This highlights two (2) contrarian marketing trends developed by LinkedIn's Brand Strategist, Peter Weinberg. It discusses the War on Brand and Start With Who which ties into the important of the Authenticity in the Age of Automation. For additional info search for B2B Marketing Trends by LinkedIn. Questions? Contact your LinkedIn Marketing Solutions representative.
Want to understand the ROI of community? See what other companies are measuring and how often? Get a benchmark for where your community's measurement and value should be in this research report from CMX, sponsored by Influitive and Salesforce
Face-to-Face Rules: Why Event Marketing Still Matters in B2BeMarketing Strategy
Face-to-face marketing--like trade shows and conferences--is not sexy. It’s not digital. It's "old school." But it’s still huge. Why? Because business sales and marketing depends on personal contact.
This session explains the continued importance of face-to-face in B2B marketing today, and introduces 3 under-leveraged F2F marketing tactics, where, with a little effort, you can vastly improve your event marketing productivity.
2015 Email Marketing Industry Census - The Results Adestra
Now in its 9th year, the census reveals that email is still in the running for top spot when it comes to return on marketing investment. However, there is still a wide gap between companies who see excellent ROI from their investment, and the ones that struggle. The census has shown that team structure is one of the factors affecting this gap.
Join us for a discussion of the key findings from this year’s census report, so you can benchmark your email marketing in areas like mobile, automation, best practice and budgets.
Metrics Matter: A B2B Guide to Finding Real Marketing ROILinkedIn
BusinessOnline CEO, Thad Kahlow, Lithium Technologies VP of Marketing, Dayle Hall, and LinkedIn Global Marketing Director, Kelly Kyer discuss the challenges B2B marketers face when it comes to data in today's ever-more-competitive world. Enjoy expert opinions about how to deliver meaningful results and why meaningful metrics must include both people and data — in addition to:
-- Why data is the great clarifier
-- Three secrets to demystifying data
-- How data should inform content alignment across the buying journey
A Survey on Using Survey Data for Marketing -- Webinar RecapClearEdge Marketing
Eric Gregg, CEO of Inavero, and Leslie Vickrey, CEO of ClearEdge Marketing, hosted a webinar on September 11, 2014 to discuss the opportunities professional services …
Whether you want to know how your company stacks up to others in digital spend, performance on customer and brand metrics, or integration of customer information across channels – The CMO Survey provides timely insight to help marketers benchmark their organization and tracks trends over time. http://cmo.deloitte.com/cmosurvey/
Marketers are stepping up to drive business results. Creating more networked organizations, targeting above-market growth, and capturing - then using - effective customer insights are core capabilities.
Linking content to revenue infographic 2019John Follett
Success for consulting firms is a function of winning clients, retaining them, and turning them into loyal advocates. When firms can do these things efficiently, they enjoy higher margins. Efficiency in the consulting profession comes down to utilization, enabling consultants to stay focused on the highest and best use of time for their firms.
Each year, almost 1,000 event marketing executives gather at the Event Marketing Summit (#emslive) to hear emerging trends, best practices, and insights from leading brands. Check out our top 10 takeaways from #emslive—including an early look at new EventTrack2014 research unveiled during the conference.
Marketing Trends by Peter Weinberg, LinkedIn Deserrie Perez
This highlights two (2) contrarian marketing trends developed by LinkedIn's Brand Strategist, Peter Weinberg. It discusses the War on Brand and Start With Who which ties into the important of the Authenticity in the Age of Automation. For additional info search for B2B Marketing Trends by LinkedIn. Questions? Contact your LinkedIn Marketing Solutions representative.
Want to understand the ROI of community? See what other companies are measuring and how often? Get a benchmark for where your community's measurement and value should be in this research report from CMX, sponsored by Influitive and Salesforce
Face-to-Face Rules: Why Event Marketing Still Matters in B2BeMarketing Strategy
Face-to-face marketing--like trade shows and conferences--is not sexy. It’s not digital. It's "old school." But it’s still huge. Why? Because business sales and marketing depends on personal contact.
This session explains the continued importance of face-to-face in B2B marketing today, and introduces 3 under-leveraged F2F marketing tactics, where, with a little effort, you can vastly improve your event marketing productivity.
2015 Email Marketing Industry Census - The Results Adestra
Now in its 9th year, the census reveals that email is still in the running for top spot when it comes to return on marketing investment. However, there is still a wide gap between companies who see excellent ROI from their investment, and the ones that struggle. The census has shown that team structure is one of the factors affecting this gap.
Join us for a discussion of the key findings from this year’s census report, so you can benchmark your email marketing in areas like mobile, automation, best practice and budgets.
Metrics Matter: A B2B Guide to Finding Real Marketing ROILinkedIn
BusinessOnline CEO, Thad Kahlow, Lithium Technologies VP of Marketing, Dayle Hall, and LinkedIn Global Marketing Director, Kelly Kyer discuss the challenges B2B marketers face when it comes to data in today's ever-more-competitive world. Enjoy expert opinions about how to deliver meaningful results and why meaningful metrics must include both people and data — in addition to:
-- Why data is the great clarifier
-- Three secrets to demystifying data
-- How data should inform content alignment across the buying journey
A Survey on Using Survey Data for Marketing -- Webinar RecapClearEdge Marketing
Eric Gregg, CEO of Inavero, and Leslie Vickrey, CEO of ClearEdge Marketing, hosted a webinar on September 11, 2014 to discuss the opportunities professional services …
Whether you want to know how your company stacks up to others in digital spend, performance on customer and brand metrics, or integration of customer information across channels – The CMO Survey provides timely insight to help marketers benchmark their organization and tracks trends over time. http://cmo.deloitte.com/cmosurvey/
[DSC MENA 24] Ahmed_Refaay_- Where to Start Your Data Analytics Journey.pptxDataScienceConferenc1
The world of data analytics is booming, offering exciting opportunities to those who can unlock the power of information. This talk will equip you with a roadmap to kickstart your data analytics journey. We'll explore three key areas to empower your beginning: Business Acumen: Gaining a business understanding is crucial. We'll discuss how to translate business problems into data-driven solutions, ensuring your analysis is relevant and impactful. Six Sigma Foundations: This problem-solving methodology can be a valuable asset. We'll delve into the basic principles of Six Sigma and how they can improve your data analysis approach, leading to more efficient and accurate insights. Data Analytics Fundamentals: We'll introduce essential data analysis concepts like data wrangling, visualization, and basic statistics. Understanding these fundamentals will equip you to handle and interpret data effectively. By combining business acumen, Six Sigma principles, and foundational data analysis skills, you'll be well-positioned to embark on a rewarding data analytics journey. This talk will provide a clear starting point and ignite your curiosity to explore this dynamic field further. at the end we shall share some business cases from our success stories.
Webinar: The Balanced Scorecard What Does It Mean And How To Implement ItAli Zeeshan
For other Informa Webinars: http://www.informa-mea.com/webinars
To view recording: https://youtu.be/4RQF-oUMgcw or watch the video at end of the slide
This webinar is designed as a practical guide to using the Balanced Scorecard.
The Balanced Scorecard is a system used extensively in business and industry, government, and non-profit organisations worldwide to align business activities to the vision and strategy of the organisation, improve internal and external communications, and monitor organisation
performance against strategic goals.
The Balanced Scorecard was originated by Drs Robert Kaplan (Harvard Business School) and David Norton as a framework to help managers consider both financial and non-financial aspects of their business and design performance metrics around them.
While the phrase Balanced Scorecard was coined in the early 1990s, the roots of this type of approach are deep, and include the pioneering work of General Electric on performance measurement reporting in the 1950s and the work of French process engineers (who created the Tableau
de Bord – literally, a "dashboard" of performance measures) in the early part of the 20th century.
About the Presenter:
Ian has over 30 years of business experience ranging from senior management positions, in such companies as Ericsson to founding and selling his own companies. Ian designs and delivers training programmes globally with particular attention to the GCC nations. He works in many
fields including both accredited and non-accredited courses.
Ian divides his time equally between the Middle East and the UK. In the UK, Ian is a lead professor at London Met University and the University of West London specialising in working with students to gain their membership to the Chartered Institute of Procurement and Supply.
The Balance Score Card (BSC) drives the direction in which a manager wants to take their business. BSC provides a platform acts as a measuring tape to determine whether the set goals have been met or exceeded. It adds non-financial metrics to traditional financial metrics to give a well-rounded view of the performance in an organization.
Kuliah umum strategic management Unhas , 20 April 2018Sapri Pamulu, Ph.D
Materi disampaikan kepada civitas academica Departemen Manajemen, Fakultas Ekonomi & Bisnis, Universitas Hasanuddin (Unhas) di Kampus Tamalanrea pada hari Jumat, 20 April 2018. Senang bisa merayakan ulang tahun dengan berbagai pengetahuan & pengalaman.
Similar to October Measurement Hour -- Summit Recap Edition (20)
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Discover the innovative and creative projects that highlight my journey throu...dylandmeas
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What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
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.
Putting the SPARK into Virtual Training.pptxCynthia Clay
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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
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.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
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.
www.seribangash.com
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
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/
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3. The Summit on the Future of
Communications Measurement
New Definitions: Outcomes = Financial
New Tools: AI, Predictive Analytics, Smarter
PR = Risk Avoidance
Integrated Dashboards
Putting a value on CSR
12. Objective 2: Increase awareness of how and why the CAF serves Canada
July Aug Sept Oct
Media Quality Score
% of desirable content pertaining to
operations and exercise
Number of unique page views to operations
related pages
Engagement index for ops and exercises
% of outreach seen by influencers
Relationship score
Alignment score
Cooperation score
What worked?
What didn’t work?
What’s next?
45%
55%
65%
75%
25% 30% 35%
25%
2 2
3 4
0
5
10
0%
50%
100%
July Aug Sept Oct
Score
Percentage
% of unique page views to ops related pages
% of outreach seen by influencers
Media Quality Score
Relationship score
Alignment score
Cooperation score
45%
55%
65%
75%
25% 30% 35%
25%
0
50
100
150
200
250
300
0%
20%
40%
60%
80%
100%
July Aug Sept Oct
Score
Percentage
% of unique page views to ops related pages
% of outreach seen by influencers
Engagement index for ops and excercises
13. Objective 3: Increase feelings of support among CAF members, Reservists and
DND employees
July Aug Sept Oct
Media Quality Score
% of activities that reach members,
reservists and employees
% of messaging focused on mental health
Social engagement rate for social media
posts related to CAF members/DND
employees/Reservists s
Unique sessions on member/reservist or
employee pages
% of referral visits from app
% video plays greater than 50%
% influencer conveying key messages
Relationship score
Alignment score
Cooperation score
What worked?
What didn’t work?
What’s next?
20%
30%
42% 41%
150 200
400
300
90 100 120 130
0%
20%
40%
60%
0
200
400
600
July Aug Sept Oct
Digital/Social/Events
% of influencer posts containing key messagse
Engagement rate on
member/employeer/reservist/ social media
Unique page views to designated pages
30% 35% 20%
2
3
44
2 2
0
5
10
0
2
4
6
Aug Sept Oct
% of events that reachd members/reservists/employees
Relationship score
Alignment score
Cooperatoin Score
Media Qualitiy Score
14. Objective 4: Increase support for increased defence spending
July Aug Sept Oct
Media Quality Score
% of communication containing innovation
messages
% of events focused on innovation themes and
target audiences
Click thrus to specific innovation‐related pages
% influencer conveying key messages
Relationship score
Alignment score
Cooperation score
What worked?
What didn’t work?
What’s next?
30% 35% 20% 40%2
3
4 44
2 2
4
0
20
40
0
5
10
Aug Sept Oct Nov
% of communications containing innovation messages
% of influencer conversation containing innovation messages
% of events focused on innovation
Media Qualitiy Score
Relationship score
Alignment score
Cooperatoin Score
15. Packaging your insights
Know your audience
Make it pretty
Keep it short
Group information
Highlight success
Recommend actions
#measuresum18
16. Was it worth it?
Actionable insights after just one quarter of collection
Already looking to expand our efforts
Internal education on setting objectives
Aligning data for efficiency gains
Pitching to other government departments
#measuresum18
17. Keys to success
1. Support from the top
2. Everyone must agree and contribute to the ‘why’
3. Figure out the ‘why’ before you look at KPIs
4. Present insights, not data
5. Share wherever and whenever you can
#measuresum18
22. VISION
Growth
Drivers
• Aging population
• More women in emerging markets workforce
(shorter breast feeding)
• Emerging markets purchasing power
• Similac and Ensure brand strength
External
Pressures
• Shrinking birthrates
• Restricted promotion of infant formula
• Consolidation of markets
• Increased cost of clinical data
• Increased competitive pressure
Market
Position
Pediatric
#1 to #4
Adult #1
SALES
2010 2011 2012 2013 2014
LONG RANGE PLAN
23. VISION
Growth
Drivers
• Aging population
• More women in emerging markets workforce
(shorter breast feeding)
• Emerging markets purchasing power
• Similac and Ensure brand strength
External
Pressures
• Shrinking birthrates
• Restricted promotion of infant formula
• Consolidation of markets
• Increased cost of clinical data
• Increased competitive pressure
Market
Position
Pediatric
#1 to #4
Adult #1
Strategic
Imperatives
alent
nnovation/IP
argin
Improvement
xecution
– Commercial
– External
Engagement
– Supply Chain
Transformation
SALES
2010 2011 2012 2013 2014
LONG RANGE PLAN
24. VISION
Growth
Drivers
• Aging population
• More women in emerging markets workforce
(shorter breast feeding)
• Emerging markets purchasing power
• Similac and Ensure brand strength
External
Pressures
• Shrinking birthrates
• Restricted promotion of infant formula
• Consolidation of markets
• Increased cost of clinical data
• Increased competitive pressure
Market
Position
Pediatric
#1 to #4
Adult #1
Strategic
Imperatives
alent
nnovation/IP
argin
Improvement
xecution
– Commercial
– External
Engagement
– Supply Chain
Transformation
Tactical
Execution
• Improve GM Feeder Pool
SALES
2010 2011 2012 2013 2014
LONG RANGE PLAN
25. VISION
Growth
Drivers
• Aging population
• More women in emerging markets workforce
(shorter breast feeding)
• Emerging markets purchasing power
• Similac and Ensure brand strength
External
Pressures
• Shrinking birthrates
• Restricted promotion of infant formula
• Consolidation of markets
• Increased cost of clinical data
• Increased competitive pressure
Market
Position
Pediatric
#1 to #4
Adult #1
Strategic
Imperatives
alent
nnovation/IP
argin
Improvement
xecution
– Commercial
– External
Engagement
– Supply Chain
Transformation
Tactical
Execution
Key Platforms
• Muscle/Bone
• Metabolism
• Immunology
• Inflammation
• Cognition
• Tolerance
• Improve GM Feeder Pool
• New Products
– Key Platforms, Clinical
Outcomes, IP, New Pkging,
KOLs/Univ/R&D Partners
SALES
2010 2011 2012 2013 2014
LONG RANGE PLAN
26. VISION
Growth
Drivers
• Aging population
• More women in emerging markets workforce
(shorter breast feeding)
• Emerging markets purchasing power
• Similac and Ensure brand strength
External
Pressures
• Shrinking birthrates
• Restricted promotion of infant formula
• Consolidation of markets
• Increased cost of clinical data
• Increased competitive pressure
Market
Position
Pediatric
#1 to #4
Adult #1
Strategic
Imperatives
alent
nnovation/IP
argin
Improvement
xecution
– Commercial
– External
Engagement
– Supply Chain
Transformation
Tactical
Execution
Key Platforms
• Muscle/Bone
• Metabolism
• Immunology
• Inflammation
• Cognition
• Tolerance
• Improve GM Feeder Pool
• New Products
– Key Platforms, Clinical
Outcomes, IP, New Pkging,
KOLs/Univ/R&D Partners
• Galt
• Similac Recovery
• Priority Markets
Expansion
Priority Countries
China India Brazil Russia Vietnam Mexico Turkey U.S.
SALES
2010 2011 2012 2013 2014
LONG RANGE PLAN
27. VISION
Growth
Drivers
• Aging population
• More women in emerging markets workforce
(shorter breast feeding)
• Emerging markets purchasing power
• Similac and Ensure brand strength
External
Pressures
• Shrinking birthrates
• Restricted promotion of infant formula
• Consolidation of markets
• Increased cost of clinical data
• Increased competitive pressure
Market
Position
Pediatric
#1 to #4
Adult #1
Strategic
Imperatives
alent
nnovation/IP
argin
Improvement
xecution
– Commercial
– External
Engagement
– Supply Chain
Transformation
Tactical
Execution
Key Platforms
• Muscle/Bone
• Metabolism
• Immunology
• Inflammation
• Cognition
• Tolerance
• Improve GM Feeder Pool
• New Products
– Key Platforms, Clinical
Outcomes, IP, New Pkging,
KOLs/Univ/R&D Partners
• Galt
• Similac Recovery
• Priority Markets
Expansion
• Shape the environment
for growth
• Powder Mfg Expansion
• Liquid Strategy
Priority Countries
China India Brazil Russia Vietnam Mexico Turkey U.S.
SALES
2010 2011 2012 2013 2014
LONG RANGE PLAN
28. Market
Position
Strategic
Imperatives
Tactical
Execution
VISION
• Improve GM Feeder Pool
• New Products
– Key Platforms, Clinical
Outcomes, IP, New Pkging,
KOLs/Univ/R&D Partners
• Galt
• Similac Recovery
• Priority Markets
Expansion
• Shape the environment
for growth
• Powder Mfg Expansion
• Liquid Strategy
Pediatric
#1 to #4
Adult #1
External
Pressures
• Shrinking birthrates
• Restricted promotion of infant formula
• Consolidation of markets
• Increased cost of clinical data
• Increased competitive pressure
Growth
Drivers
• Aging population
• More women in emerging markets workforce
(shorter breast feeding)
• Emerging markets purchasing power
• Similac and Ensure brand strength
alent
nnovation/IP
argin
Improvement
xecution
– Commercial
– External
Engagement
– Supply Chain
Transformation
Innovative Platforms
• Muscle/Bone
• Metabolism
• Immunology
• Inflammation
• Cognition
• Tolerance
Priority Countries
China India Brazil Russia Vietnam Mexico Turkey U.S.
SALES
2010 2011 2012 2013 2014
LONG RANGE PLAN
29.
30. Alignment After 1 Year – Internal Comms
Impact
30
Leader “Say” – “Do” Improvement
Highest Priority – Margin
“Say” & “Do” Gap Narrowed 10 Pts
31. 12%
Brand/Corp ID Product or T.A. Issue Culture
Benchmark or
Prior Month
(June)
Current
(July)
Var Benchmark Current Var Benchmark Current Var
Benchmark
(2013)
Current Var
Increase in share
of desirable voice
(NetBase data)
6% ↑6pts
Increase in
company share
of Desirable
Diabetes
Conversation
(NetBase data
only)
22%
(June)
(July)
↓11pts
% Increase in
physicians who
are extremely or
very familiar with
the industry
position on
Clinical Trials
Transparency
38% 38% Annual
Data Only
% increase in
ratings on
communications
trustworthiness
(from EE Survey
for Employee
Engagement)
75% ↑4PTS
Decrease in share
of undesirable
voice
(NetBase data}
11% ↓4pts
Decrease in
company share of
Undesirable
Diabetes
Conversation
(NetBase data
only)
18%
(June)
(July)
↓8pts
% increase in
unique visits to
company
website (non‐
employee traffic)
124K ↑19%
% decrease in
HCP/KOLs
unaware of
company in
Diabetes market
18%
(pre ADA)
(post ADA)
↓11 pts
% Increase in
online
engagement on
issue
n/a until
site launch
na na
% increase in
employee
knowledge of
the “Way We
Work” (From
Knowledge
Quizzes)
23% ↑27%
% increase in
awareness of
corporate brand
among physicians
46% Data
available
11/21/14
% increase in
perception of
company as a
leader in Diabetes
among HCPs and
KOLs
28%
(pre ADA)
(post ADA)
↑2%
Increase in
company share
of Desirable
Transparency
Conversation
(NetBase data)
5% 12% ↑7% % employees
strongly
understanding
strategic
objectives (From
Knowledge
Quizzes)
32% ↑5PTS
Below Target At Risk On Target
12%
COMMUNICATIONS DASHBOARD
149K 7%
11%
30%
79%
50%
37%
10%7%
11
32. GOAL PROGRESS AGAINST STRATEGIC PRIORITIES Q1 Q2 Q3 Q4
Increase Gross
Margin by X%
1. X% reduction of goods damaged in warehouse/shipping
2. Negotiated better raw material/ingredient sourcing,
saving $X annually
Grow Market
Share X%
1. Xxxxxxxxxxxxxxxx
2. Xxxxxxxxxxxxxxxx
Decrease lag
time between
discovery and
launch
1. Xxxxxxxxxxxxxxxx
2. Xxxxxxxxxxxxxxxx
Accurately
Forecast
Demand
1. Xxxxxxxxxxxxxxxx
2. Xxxxxxxxxxxxxxxx
Reduce OSHA
Recordables to
Zero
1. Xxxxxxxxxxxxxxxx
2. Xxxxxxxxxxxxxxxx
COMPANY NAME 2018 Scorecard
Positive NegativeNeutral
33. MGM Resorts International
Market Capitalization: $14.2B
FORTUNE 237
Resorts: 27 (Las Vegas,
Atlantic City, Detroit, Biloxi,
Tunica, Springfield, Mass,
Maryland, Macau)
Hotel Rooms: 60,000
Employees: 77,000
FORTUNE World’s Most
Admired Company
All Rights Reserved Dumont Communications, LLC
2018
34. MGM National Harbor
Opened December, 2016
$1.25B
23 stories
Hotel: 308 rooms
Casino, Retail, Spa: 135,000 sf
Restaurants: 7
Theater: 3000 seats
Meeting & Event: 27,000 sf
All Rights Reserved Dumont Communications, LLC
2018
35. Case Study: Pathway to Licensing
2012: Ballot initiative to extend a Casino license to
Prince George’s County Maryland
2013: Competitive Bidding RFP
3 Bidders
Maryland Lottery & Gaming Control Agency
Public Process:
Public Presentation
Public Hearing
All Rights Reserved Dumont Communications, LLC
2018
36. Case Study: Pathway to Licensing
Presentation: 1 hour
Content:
60% Requirements
Company Capabilities: History, Financials
Property: Design, Logistics
40% Corporate Responsibility
Commitment to Community:
Grow local supply chain: MWDBE, Veterans
Local Workforce Development
Sustainability
Diversity & Inclusion
All Rights Reserved Dumont Communications, LLC
2018
37. Case Study: Key Findings
“There are times when a company’s character is more
important; it is an essential feature of economic expansion.”
“You may need a track record of social and environmental
performance before they become important.”
“Corporate Citizenship is not just the right thing to do, but
there can be unintended secondary benefits for a company’s
bottomline.”
All Rights Reserved Dumont Communications, LLC
2018
38. Case Study: Public Comments
“They haven’t been awarded a license, and they’ve moved here
and gone out into the community, and demonstrated what they
intend to do. And I believe them at their word. … This is
definitely the right company. I fully support MGM at National
Harbor.”
“I’m supporting MGM because of their established corporate
culture of supplier diversity. MGM will not have to make up a
policy of supplier diversity as they go along because it's already
woven into the fabric of their organization elsewhere.”
“I believe them at their word. … This is definitely the right
company.
I fully support MGM at National Harbor.”
All Rights Reserved Dumont Communications, LLC
2018
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