Persuasive messages
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In a letter to the Vice President of Sales for the East Coast region, the Regional Sales Director requests approval for capital expenditure to upgrade the 5-year-old computer systems for sales staff. The outdated systems are hurting productivity and the ability to meet the quarterly sales increase target of 20%. Representatives from HR, IT, and Legal agree new computers are a top priority and would allow for faster machines that can run additional useful software tools.
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Penyampaian pesan positif dan negatif
Hanif Pradipta N S 2511101016
Yolanda Suciati 2511101019
Anggoro Ary Nugroho 2511101028
Pesan persuasif
Dokumen tersebut membahas tentang perencanaan dan pengembangan pesan-pesan persuasif, termasuk komponen penting seperti analisis audiens, pertimbangan budaya, dan pendekatan organisasional serta kerangka kerja AIDA untuk membuat pesan menarik perhatian, minat, keinginan, dan tindakan audiens."
Komunikasi bisnis : komunikasi melalui surat
- Surat ini berisi tentang komunikasi bisnis melalui surat, karakteristik surat yang baik, contoh direct request untuk meminta informasi, pengaduan, dan rekomendasi, serta strategi penulisan pesan rutin, berita baik, dan ucapan terima kasih.
Komunikasi Bisnis - Pesan Persuasif
Pesan persuasif membutuhkan perencanaan yang matang, termasuk analisis audiens, pendekatan organisasi yang tepat, pengembangan pesan yang kredibel dan daya tarik, serta penggunaan bahasa yang jelas. Faktor-faktor kunci keberhasilan antara lain memilih pemikat emosi atau logika, mempertimbangkan etika, dan menggunakan bahasa sederhana yang mudah dipahami audiens.
Persuasive Messages Chapter 7
The document outlines the components of persuasive writing plans, including obtaining attention in the opening, building interest in the body, and motivating action in the closing. It also discusses techniques for writing effective persuasive requests, sales letters, and online messages, emphasizing rational and emotional appeals to promote benefits. Guidelines are provided for addressing problems with a moderate tone through direct or indirect persuasive patterns depending on the situation.
PERSUASIVE MESSAGES
This slides contain Persuasive messages & Letters inwhich we discuss different types of Sales Letters.
Recommended
Penyampaian pesan positif dan negatif
Hanif Pradipta N S 2511101016
Yolanda Suciati 2511101019
Anggoro Ary Nugroho 2511101028
Pesan persuasif
Dokumen tersebut membahas tentang perencanaan dan pengembangan pesan-pesan persuasif, termasuk komponen penting seperti analisis audiens, pertimbangan budaya, dan pendekatan organisasional serta kerangka kerja AIDA untuk membuat pesan menarik perhatian, minat, keinginan, dan tindakan audiens."
Komunikasi bisnis : komunikasi melalui surat
- Surat ini berisi tentang komunikasi bisnis melalui surat, karakteristik surat yang baik, contoh direct request untuk meminta informasi, pengaduan, dan rekomendasi, serta strategi penulisan pesan rutin, berita baik, dan ucapan terima kasih.
Komunikasi Bisnis - Pesan Persuasif
Pesan persuasif membutuhkan perencanaan yang matang, termasuk analisis audiens, pendekatan organisasi yang tepat, pengembangan pesan yang kredibel dan daya tarik, serta penggunaan bahasa yang jelas. Faktor-faktor kunci keberhasilan antara lain memilih pemikat emosi atau logika, mempertimbangkan etika, dan menggunakan bahasa sederhana yang mudah dipahami audiens.
Persuasive Messages Chapter 7
The document outlines the components of persuasive writing plans, including obtaining attention in the opening, building interest in the body, and motivating action in the closing. It also discusses techniques for writing effective persuasive requests, sales letters, and online messages, emphasizing rational and emotional appeals to promote benefits. Guidelines are provided for addressing problems with a moderate tone through direct or indirect persuasive patterns depending on the situation.
PERSUASIVE MESSAGES
This slides contain Persuasive messages & Letters inwhich we discuss different types of Sales Letters.
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Mini Case IT Planning at ModMeters4 Brian Smith, CIO of ModMeters,.docx
Mini Case IT Planning at ModMeters4 Brian Smith, CIO of ModMeters, groaned inwardly as he listened to CEO John Johnson wrapping up his remarks. “So our executive team thinks there are real business opportunities for us in developing these two new strategic thrusts. But before I go to the board for final approval next month, I need to know that our IT, marketing, and sales plans will support us all the way,” Johnson concluded. Brian mentally calculated the impact these new initiatives would have on his organization. He had heard rumors from his boss, the COO, that something big was coming down. He had even been asked his opinion about whether these strategies were technically doable, theoretically. But both at once? Resources—people, time, and money—were tight, as usual. ModMeters was making a reasonable profit, but the CFO, Stan Abrams, had always kept the lid screwed down tightly on IT spending. Brian had to fight for every dime. How he was going to find the wherewithal to support not one but two new strategic initiatives, he didn’t know. The other VPs at this strategy presentation were smiling. Taking ModMeters global from a North American operation seemed to be a logical next step for the company. Its products, metering components of all types, were highly specialized and in great demand from such diverse customers as utility companies, manufacturers, and a host of other industries. Originally founded as Modern Meters, the firm had grown steadily as demand for its metering expertise and components had grown over the past century or so. Today ModMeters was the largest producer of metering components in the world with a full range of both mechanical and, now, digital products. Expanding into meter assembly with plants in Asia and Eastern Europe was a good plan, thought Brian, but he wasn’t exactly sure how he was going to get the infrastructure in place to support it. “Many of these countries simply don’t have the telecommunications and equipment we are going to need, and the training and new systems we have to put in place are going to be substantial,” he said. But it was the second strategic thrust that was going to give him nightmares, he predicted. How on earth did they expect him to put direct-to-customer sales in place so they could sell “green” electric meters to individual users? His attention was jerked back to the present by a flashy new logo on an easel that the CEO had just unveiled. “In keeping with our updated strategy, may I present our new name—MM!” Johnson announced portentously. “Oh, this is just great,” thought Brian. “Now I have to go into every single application and every single document this company produces and change our name!” Because of its age and scientific orientation, ModMeters (as he still preferred to call it) had been in the IT business a long time. Starting back in the early 1960s, the 4 Smith, H. A., and J. D. McKeen. “IT Planning at ModMeters.” #1-L05-1-008, Queen’s School of Business, September 2005. Rep ...
Mini CaseIT Planning at ModMeters4Brian Smith, CIO of Mo.docx
Mini Case
IT Planning at ModMeters4
Brian Smith, CIO of ModMeters, groaned inwardly as he listened to CEO John Johnson
wrapping up his remarks. “So our executive team thinks there are real business oppor-
tunities for us in developing these two new strategic thrusts. But before I go to the
board for final approval next month, I need to know that our IT, marketing, and sales
plans will support us all the way,” Johnson concluded.
Brian mentally calculated the impact these new initiatives would have on his orga-
nization. He had heard rumors from his boss, the COO, that something big was coming
down. He had even been asked his opinion about whether these strategies were techni-
cally doable, theoretically. But both at once? Resources—people, time, and money—were
tight, as usual. ModMeters was making a reasonable profit, but the CFO, Stan Abrams,
had always kept the lid screwed down tightly on IT spending. Brian had to fight for
every dime. How he was going to find the wherewithal to support not one but two new
strategic initiatives, he didn’t know.
The other VPs at this strategy presentation were smiling. Taking ModMeters
global from a North American operation seemed to be a logical next step for the com-
pany. Its products, metering components of all types, were highly specialized and in
great demand from such diverse customers as utility companies, manufacturers, and
a host of other industries. Originally founded as Modern Meters, the firm had grown
steadily as demand for its metering expertise and components had grown over the past
century or so. Today ModMeters was the largest producer of metering components in
the world with a full range of both mechanical and, now, digital products. Expanding
into meter assembly with plants in Asia and Eastern Europe was a good plan, thought
Brian, but he wasn’t exactly sure how he was going to get the infrastructure in place
to support it. “Many of these countries simply don’t have the telecommunications and
equipment we are going to need, and the training and new systems we have to put in
place are going to be substantial,” he said.
But it was the second strategic thrust that was going to give him nightmares, he
predicted. How on earth did they expect him to put direct-to-customer sales in place
so they could sell “green” electric meters to individual users? His attention was jerked
back to the present by a flashy new logo on an easel that the CEO had just unveiled.
“In keeping with our updated strategy, may I present our new name—MM!”
Johnson announced portentously.
“Oh, this is just great,” thought Brian. “Now I have to go into every single applica-
tion and every single document this company produces and change our name!”
Because of its age and scientific orientation, ModMeters (as he still preferred to
call it) had been in the IT business a long time. Starting back in the early 1960s, the
4 Smith, H. A., and J. D. McKeen. “IT Planning at ModMeters.” #1-L05-.
Mini CaseIT Planning at ModMeters4Brian Smith, CIO of Mo.docx
Mini Case
IT Planning at ModMeters4
Brian Smith, CIO of ModMeters, groaned inwardly as he listened to CEO John Johnson
wrapping up his remarks. “So our executive team thinks there are real business oppor-
tunities for us in developing these two new strategic thrusts. But before I go to the
board for final approval next month, I need to know that our IT, marketing, and sales
plans will support us all the way,” Johnson concluded.
Brian mentally calculated the impact these new initiatives would have on his orga-
nization. He had heard rumors from his boss, the COO, that something big was coming
down. He had even been asked his opinion about whether these strategies were techni-
cally doable, theoretically. But both at once? Resources—people, time, and money—were
tight, as usual. ModMeters was making a reasonable profit, but the CFO, Stan Abrams,
had always kept the lid screwed down tightly on IT spending. Brian had to fight for
every dime. How he was going to find the wherewithal to support not one but two new
strategic initiatives, he didn’t know.
The other VPs at this strategy presentation were smiling. Taking ModMeters
global from a North American operation seemed to be a logical next step for the com-
pany. Its products, metering components of all types, were highly specialized and in
great demand from such diverse customers as utility companies, manufacturers, and
a host of other industries. Originally founded as Modern Meters, the firm had grown
steadily as demand for its metering expertise and components had grown over the past
century or so. Today ModMeters was the largest producer of metering components in
the world with a full range of both mechanical and, now, digital products. Expanding
into meter assembly with plants in Asia and Eastern Europe was a good plan, thought
Brian, but he wasn’t exactly sure how he was going to get the infrastructure in place
to support it. “Many of these countries simply don’t have the telecommunications and
equipment we are going to need, and the training and new systems we have to put in
place are going to be substantial,” he said.
But it was the second strategic thrust that was going to give him nightmares, he
predicted. How on earth did they expect him to put direct-to-customer sales in place
so they could sell “green” electric meters to individual users? His attention was jerked
back to the present by a flashy new logo on an easel that the CEO had just unveiled.
“In keeping with our updated strategy, may I present our new name—MM!”
Johnson announced portentously.
“Oh, this is just great,” thought Brian. “Now I have to go into every single applica-
tion and every single document this company produces and change our name!”
Because of its age and scientific orientation, ModMeters (as he still preferred to
call it) had been in the IT business a long time. Starting back in the early 1960s, the
4 Smith, H. A., and J. D. McKeen. “IT Planning at ModMeters.” #1-L05-.
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Brian Smith, CIO of ModMeters, groaned inwardly as he listened to CEO John Johnson wrapping up his remarks. “So our executive team thinks there are real business oppor- tunities for us in developing these two new strategic thrusts. But before I go to the board for final approval next month, I need to know that our IT, marketing, and sales plans will support us all the way,” Johnson concluded.
Brian mentally calculated the impact these new initiatives would have on his orga- nization. He had heard rumors from his boss, the COO, that something big was coming down. He had even been asked his opinion about whether these strategies were techni- cally doable, theoretically. But both at once? Resources—people, time, and money—were tight, as usual. ModMeters was making a reasonable profit, but the CFO, Stan Abrams, had always kept the lid screwed down tightly on IT spending. Brian had to fight for every dime. How he was going to find the wherewithal to support not one but two new strategic initiatives, he didn’t know.
The other VPs at this strategy presentation were smiling. Taking ModMeters global from a North American operation seemed to be a logical next step for the com- pany. Its products, metering components of all types, were highly specialized and in great demand from such diverse customers as utility companies, manufacturers, and a host of other industries. Originally founded as Modern Meters, the firm had grown steadily as demand for its metering expertise and components had grown over the past century or so. Today ModMeters was the largest producer of metering components in the world with a full range of both mechanical and, now, digital products. Expanding into meter assembly with plants in Asia and Eastern Europe was a good plan, thought Brian, but he wasn’t exactly sure how he was going to get the infrastructure in place to support it. “Many of these countries simply don’t have the telecommunications and equipment we are going to need, and the training and new systems we have to put in place are going to be substantial,” he said.
But it was the second strategic thrust that was going to give him nightmares, he predicted. How on earth did they expect him to put direct-to-customer sales in place so they could sell “green” electric meters to individual users? His attention was jerked back to the present by a flashy new logo on an easel that the CEO had just unveiled.
“In keeping with our updated strategy, may I present our new name—MM!” Johnson announced portentously.
“Oh, this is just great,” thought Brian. “Now I have to go into every single applica- tion and every single document this company produces and change our name!”
Because of its age and scientific orientation, ModMeters (as he still preferred to call it) had been in the IT business a long time. Starting back in the early 1960s, the
4 Smith, H. A., and J. D. McKeen. “IT Planning at ModMeters.” #1-L05-1-008, Queen’s School of Business, ...
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Case Study
Introduction
This case study will be used for a series of staged assignments.
It should be thoroughly read and understood prior to working on any of the assignments.
Setting
Precision Electronic Parts (PEP), Inc., is a small private business that has retained you to assist in the development of a new billing and payment system and associated processes.
Background
PEP is a small, private specialized electronics company in Kansas. For the past 20 years, it has manufactured a wide range of precision electronic components and replacement parts for medical equipment used in hospitals, doctor’s offices, and pharmacies. Last year, the company began building and delivering custom low voltage motors that reduced electricity costs and made older medical equipment more environmentally friendly.
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As a result, PEP is experiencing significant increases in orders for the motors.
The manufacturing facility has been expanded, and the sales and marketing teams have been enlarged.
All of this is straining the Ordering & Shipping Department and the Inventory Management Department, which have received no increase in personnel.
They are meeting the challenge, but the Executive Leadership Team (the CEO, COO, CFO, and CIO) know that they are only treading water.
The Finance Department, however, is getting further and further behind in their invoice, billing and payment processes.
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IFSM 461 Systems Analysis and Design Precision Electronic Par.docx
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Precision Electronic Parts, Inc.
Case Study
Introduction
This case study will be used for a series of staged assignments. It should be thoroughly read and understood prior to working on any of the assignments.
Setting
Precision Electronic Parts (PEP), Inc., is a small private business that has retained you to assist in the development of a new billing and payment system and associated processes.
Background
PEP is a small, private specialized electronics company in Kansas. For the past 20 years, it has manufactured a wide range of precision electronic components and replacement parts for medical equipment used in hospitals, doctor’s offices, and pharmacies. Last year, the company began building and delivering custom low voltage motors that reduced electricity costs and made older medical equipment more environmentally friendly. More recently, PEP has added a new line of more efficient low voltage motors that can be used in precision equipment outside the healthcare industry.
As a result, PEP is experiencing significant increases in orders for the motors. The manufacturing facility has been expanded, and the sales and marketing teams have been enlarged. All of this is straining the Ordering & Shipping Department and the Inventory Management Department, which have received no increase in personnel. They are meeting the challenge, but the Executive Leadership Team (the CEO, COO, CFO, and CIO) know that they are only treading water. The Finance Department, however, is getting further and further behind in their invoice, billing and payment processes. The Business Administration Department has stepped up to the task, but is at the breaking point.
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The IT Steering Committee (ITSC) at PEP is comprised of the Executive Leadership Team, the Senior Vice President and Vice President.
• Carolyn West is the Chief Executive Officer (CEO). She has been at the company for 11 years. Carolyn has a background working for and managing electronics companies. Like most CEOs, Carolyn is focused on the strategic and long-term business health of PEP. She chairs the IT Steering Committee. Carolyn and the committee members jointly make decisions about IT systems and major organizational business process changes.
• Tim Uduak, Jr. is the Chief Operating Officer (COO) and the son of founding partner Tim Uduak, Sr. Tim has been around the company since its inception in one capacity or another, except for four years of college and a 3-year break to startup his own company. When his startup failed, Tim came back to PEP as the SVP, Engineering & Manufacturing Operations. Last year, he was promoted to COO. While Tim has a strategic focus and is not technology averse, he prefers to solve business challenges with processes rather than information technology.
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Brian Smith, CIO of ModMeters, groaned inwardly as he listened t.docx
Brian Smith, CIO of ModMeters, groaned inwardly as he listened to CEO John Johnson wrapping up his remarks. “So our executive team thinks there are real business oppor- tunities for us in developing these two new strategic thrusts. But before I go to the board for final approval next month, I need to know that our IT, marketing, and sales plans will support us all the way,” Johnson concluded.
Brian mentally calculated the impact these new initiatives would have on his orga- nization. He had heard rumors from his boss, the COO, that something big was coming down. He had even been asked his opinion about whether these strategies were techni- cally doable,
theoretically.
But
both
at once? Resources—people, time, and money—were tight, as usual. ModMeters was making a reasonable profit, but the CFO, Stan Abrams, had always kept the lid screwed down tightly on IT spending. Brian had to fight for every dime. How he was going to find the wherewithal to support not one but
two
new strategic initiatives, he didn’t know.
The other VPs at this strategy presentation were smiling. Taking ModMeters global from a North American operation seemed to be a logical next step for the com- pany. Its products, metering components of all types, were highly specialized and in great demand from such diverse customers as utility companies, manufacturers, and a host of other industries. Originally founded as Modern Meters, the firm had grown steadily as demand for its metering expertise and components had grown over the past century or so. Today ModMeters was the largest producer of metering components in the world with a full range of both mechanical and, now, digital products. Expanding into meter assembly with plants in Asia and Eastern Europe was a good plan, thought Brian, but he wasn’t exactly sure how he was going to get the infrastructure in place to support it. “Many of these countries simply don’t have the telecommunications and equipment we are going to need, and the training and new systems we have to put in place are going to be substantial,” he said.
But it was the second strategic thrust that was going to give him nightmares, he predicted. How on earth did they expect him to put direct-to-customer sales in place so they could sell “green” electric meters to individual users? His attention was jerked back to the present by a flashy new logo on an easel that the CEO had just unveiled.
“In keeping with our updated strategy, may I present our new name—MM!” Johnson announced portentously.
“Oh, this is just great,” thought Brian. “Now I have to go into every single applica- tion and every single document this company produces and change our name!”
Because of its age and scientific orientation, ModMeters (as he still preferred to call it) had been in the IT business a long time. Starting back in the early 1960s, the
4 Smith, H. A., and J. D. McKeen. “IT Planning at ModMeters.” #1-L05-1-008, Queen’s School of Business, September 2005. Reproduce.
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TECNA | March 19, 2009 | Baltimore, MD
www.technologycouncils.org
Mini Case IT Planning at ModMeters4 Brian Smith, CIO of ModMeters,.docx
Mini Case IT Planning at ModMeters4 Brian Smith, CIO of ModMeters, groaned inwardly as he listened to CEO John Johnson wrapping up his remarks. “So our executive team thinks there are real business opportunities for us in developing these two new strategic thrusts. But before I go to the board for final approval next month, I need to know that our IT, marketing, and sales plans will support us all the way,” Johnson concluded. Brian mentally calculated the impact these new initiatives would have on his organization. He had heard rumors from his boss, the COO, that something big was coming down. He had even been asked his opinion about whether these strategies were technically doable, theoretically. But both at once? Resources—people, time, and money—were tight, as usual. ModMeters was making a reasonable profit, but the CFO, Stan Abrams, had always kept the lid screwed down tightly on IT spending. Brian had to fight for every dime. How he was going to find the wherewithal to support not one but two new strategic initiatives, he didn’t know. The other VPs at this strategy presentation were smiling. Taking ModMeters global from a North American operation seemed to be a logical next step for the company. Its products, metering components of all types, were highly specialized and in great demand from such diverse customers as utility companies, manufacturers, and a host of other industries. Originally founded as Modern Meters, the firm had grown steadily as demand for its metering expertise and components had grown over the past century or so. Today ModMeters was the largest producer of metering components in the world with a full range of both mechanical and, now, digital products. Expanding into meter assembly with plants in Asia and Eastern Europe was a good plan, thought Brian, but he wasn’t exactly sure how he was going to get the infrastructure in place to support it. “Many of these countries simply don’t have the telecommunications and equipment we are going to need, and the training and new systems we have to put in place are going to be substantial,” he said. But it was the second strategic thrust that was going to give him nightmares, he predicted. How on earth did they expect him to put direct-to-customer sales in place so they could sell “green” electric meters to individual users? His attention was jerked back to the present by a flashy new logo on an easel that the CEO had just unveiled. “In keeping with our updated strategy, may I present our new name—MM!” Johnson announced portentously. “Oh, this is just great,” thought Brian. “Now I have to go into every single application and every single document this company produces and change our name!” Because of its age and scientific orientation, ModMeters (as he still preferred to call it) had been in the IT business a long time. Starting back in the early 1960s, the 4 Smith, H. A., and J. D. McKeen. “IT Planning at ModMeters.” #1-L05-1-008, Queen’s School of Business, September 2005. Rep ...
Mini CaseIT Planning at ModMeters4Brian Smith, CIO of Mo.docx
Mini Case
IT Planning at ModMeters4
Brian Smith, CIO of ModMeters, groaned inwardly as he listened to CEO John Johnson
wrapping up his remarks. “So our executive team thinks there are real business oppor-
tunities for us in developing these two new strategic thrusts. But before I go to the
board for final approval next month, I need to know that our IT, marketing, and sales
plans will support us all the way,” Johnson concluded.
Brian mentally calculated the impact these new initiatives would have on his orga-
nization. He had heard rumors from his boss, the COO, that something big was coming
down. He had even been asked his opinion about whether these strategies were techni-
cally doable, theoretically. But both at once? Resources—people, time, and money—were
tight, as usual. ModMeters was making a reasonable profit, but the CFO, Stan Abrams,
had always kept the lid screwed down tightly on IT spending. Brian had to fight for
every dime. How he was going to find the wherewithal to support not one but two new
strategic initiatives, he didn’t know.
The other VPs at this strategy presentation were smiling. Taking ModMeters
global from a North American operation seemed to be a logical next step for the com-
pany. Its products, metering components of all types, were highly specialized and in
great demand from such diverse customers as utility companies, manufacturers, and
a host of other industries. Originally founded as Modern Meters, the firm had grown
steadily as demand for its metering expertise and components had grown over the past
century or so. Today ModMeters was the largest producer of metering components in
the world with a full range of both mechanical and, now, digital products. Expanding
into meter assembly with plants in Asia and Eastern Europe was a good plan, thought
Brian, but he wasn’t exactly sure how he was going to get the infrastructure in place
to support it. “Many of these countries simply don’t have the telecommunications and
equipment we are going to need, and the training and new systems we have to put in
place are going to be substantial,” he said.
But it was the second strategic thrust that was going to give him nightmares, he
predicted. How on earth did they expect him to put direct-to-customer sales in place
so they could sell “green” electric meters to individual users? His attention was jerked
back to the present by a flashy new logo on an easel that the CEO had just unveiled.
“In keeping with our updated strategy, may I present our new name—MM!”
Johnson announced portentously.
“Oh, this is just great,” thought Brian. “Now I have to go into every single applica-
tion and every single document this company produces and change our name!”
Because of its age and scientific orientation, ModMeters (as he still preferred to
call it) had been in the IT business a long time. Starting back in the early 1960s, the
4 Smith, H. A., and J. D. McKeen. “IT Planning at ModMeters.” #1-L05-.
Mini CaseIT Planning at ModMeters4Brian Smith, CIO of Mo.docx
Mini Case
IT Planning at ModMeters4
Brian Smith, CIO of ModMeters, groaned inwardly as he listened to CEO John Johnson
wrapping up his remarks. “So our executive team thinks there are real business oppor-
tunities for us in developing these two new strategic thrusts. But before I go to the
board for final approval next month, I need to know that our IT, marketing, and sales
plans will support us all the way,” Johnson concluded.
Brian mentally calculated the impact these new initiatives would have on his orga-
nization. He had heard rumors from his boss, the COO, that something big was coming
down. He had even been asked his opinion about whether these strategies were techni-
cally doable, theoretically. But both at once? Resources—people, time, and money—were
tight, as usual. ModMeters was making a reasonable profit, but the CFO, Stan Abrams,
had always kept the lid screwed down tightly on IT spending. Brian had to fight for
every dime. How he was going to find the wherewithal to support not one but two new
strategic initiatives, he didn’t know.
The other VPs at this strategy presentation were smiling. Taking ModMeters
global from a North American operation seemed to be a logical next step for the com-
pany. Its products, metering components of all types, were highly specialized and in
great demand from such diverse customers as utility companies, manufacturers, and
a host of other industries. Originally founded as Modern Meters, the firm had grown
steadily as demand for its metering expertise and components had grown over the past
century or so. Today ModMeters was the largest producer of metering components in
the world with a full range of both mechanical and, now, digital products. Expanding
into meter assembly with plants in Asia and Eastern Europe was a good plan, thought
Brian, but he wasn’t exactly sure how he was going to get the infrastructure in place
to support it. “Many of these countries simply don’t have the telecommunications and
equipment we are going to need, and the training and new systems we have to put in
place are going to be substantial,” he said.
But it was the second strategic thrust that was going to give him nightmares, he
predicted. How on earth did they expect him to put direct-to-customer sales in place
so they could sell “green” electric meters to individual users? His attention was jerked
back to the present by a flashy new logo on an easel that the CEO had just unveiled.
“In keeping with our updated strategy, may I present our new name—MM!”
Johnson announced portentously.
“Oh, this is just great,” thought Brian. “Now I have to go into every single applica-
tion and every single document this company produces and change our name!”
Because of its age and scientific orientation, ModMeters (as he still preferred to
call it) had been in the IT business a long time. Starting back in the early 1960s, the
4 Smith, H. A., and J. D. McKeen. “IT Planning at ModMeters.” #1-L05-.
SOFIT Final Public Copy
This document provides an overview and summary of the State of Federal IT report from January 2017. It discusses the following key points in 3 sentences:
The report was created by the Federal CIO Council to analyze the current Federal IT environment based on over 45 interviews with Federal IT leaders and a review of agency documents. It finds that while progress has been made, legacy systems still exist and agencies must transform how they use IT to better align with modern digital needs. The report provides recommendations on initiatives to improve Federal IT and help agencies overcome challenges in areas like workforce, acquisitions, and how leadership views the role of IT.
Business information systems in your career
The document discusses how information systems are transforming business careers. It explains that information systems skills will be important for many career fields as businesses increasingly rely on technology. Careers in accounting, finance, marketing, operations management, and management are highlighted as examples of fields that depend heavily on information systems. The document emphasizes the need for job candidates to have both technical skills and problem-solving abilities to be successful in today's business environment.
Mini Case IT Planning at ModMeters4 Brian Smith, CIO of ModMet.docx
Mini Case
IT Planning at ModMeters4
Brian Smith, CIO of ModMeters, groaned inwardly as he listened to CEO John Johnson wrapping up his remarks. “So our executive team thinks there are real business oppor- tunities for us in developing these two new strategic thrusts. But before I go to the board for final approval next month, I need to know that our IT, marketing, and sales plans will support us all the way,” Johnson concluded.
Brian mentally calculated the impact these new initiatives would have on his orga- nization. He had heard rumors from his boss, the COO, that something big was coming down. He had even been asked his opinion about whether these strategies were techni- cally doable, theoretically. But both at once? Resources—people, time, and money—were tight, as usual. ModMeters was making a reasonable profit, but the CFO, Stan Abrams, had always kept the lid screwed down tightly on IT spending. Brian had to fight for every dime. How he was going to find the wherewithal to support not one but two new strategic initiatives, he didn’t know.
The other VPs at this strategy presentation were smiling. Taking ModMeters global from a North American operation seemed to be a logical next step for the com- pany. Its products, metering components of all types, were highly specialized and in great demand from such diverse customers as utility companies, manufacturers, and a host of other industries. Originally founded as Modern Meters, the firm had grown steadily as demand for its metering expertise and components had grown over the past century or so. Today ModMeters was the largest producer of metering components in the world with a full range of both mechanical and, now, digital products. Expanding into meter assembly with plants in Asia and Eastern Europe was a good plan, thought Brian, but he wasn’t exactly sure how he was going to get the infrastructure in place to support it. “Many of these countries simply don’t have the telecommunications and equipment we are going to need, and the training and new systems we have to put in place are going to be substantial,” he said.
But it was the second strategic thrust that was going to give him nightmares, he predicted. How on earth did they expect him to put direct-to-customer sales in place so they could sell “green” electric meters to individual users? His attention was jerked back to the present by a flashy new logo on an easel that the CEO had just unveiled.
“In keeping with our updated strategy, may I present our new name—MM!” Johnson announced portentously.
“Oh, this is just great,” thought Brian. “Now I have to go into every single applica- tion and every single document this company produces and change our name!”
Because of its age and scientific orientation, ModMeters (as he still preferred to call it) had been in the IT business a long time. Starting back in the early 1960s, the
4 Smith, H. A., and J. D. McKeen. “IT Planning at ModMeters.” #1-L05-1-008, Queen’s School of Business, ...
CIO Roundtable
This document summarizes key topics from a CIO roundtable discussion on the impact of on-demand/cloud computing including: 1) How on-demand impacts the relationship between IT and business units by shifting responsibilities; 2) Factors to consider when evaluating the total cost of ownership for on-demand versus on-premise systems; 3) Compliance issues related to security and privacy with systems like Salesforce; 4) How on-demand allows IT to focus more on innovation than infrastructure; 5) Ways Salesforce can be extended beyond basic CRM use cases.
IFSM 461 Systems Analysis and Design Precision Electronic P.docx
IFSM 461: Systems Analysis and Design
Precision Electronic Parts, Inc.
Case Study
Introduction
This case study will be used for a series of staged assignments.
It should be thoroughly read and understood prior to working on any of the assignments.
Setting
Precision Electronic Parts (PEP), Inc., is a small private business that has retained you to assist in the development of a new billing and payment system and associated processes.
Background
PEP is a small, private specialized electronics company in Kansas. For the past 20 years, it has manufactured a wide range of precision electronic components and replacement parts for medical equipment used in hospitals, doctor’s offices, and pharmacies. Last year, the company began building and delivering custom low voltage motors that reduced electricity costs and made older medical equipment more environmentally friendly.
More recently, PEP has added a new line of more efficient low voltage motors that can be used in precision equipment outside the healthcare industry.
As a result, PEP is experiencing significant increases in orders for the motors.
The manufacturing facility has been expanded, and the sales and marketing teams have been enlarged.
All of this is straining the Ordering & Shipping Department and the Inventory Management Department, which have received no increase in personnel.
They are meeting the challenge, but the Executive Leadership Team (the CEO, COO, CFO, and CIO) know that they are only treading water.
The Finance Department, however, is getting further and further behind in their invoice, billing and payment processes.
The Business Administration Department has stepped up to the task, but is at the breaking point.
IT Steering Committee
The IT Steering Committee (ITSC) at PEP is comprised of the Executive Leadership Team, the Senior Vice President and Vice President.
• Carolyn West is the Chief Executive Officer (CEO). She has been at the company for 11 years. Carolyn has a background working for and managing electronics companies. Like most CEOs, Carolyn is focused on the strategic and long-term business health of PEP. She chairs the IT Steering Committee. Carolyn and the committee members jointly make decisions about IT systems and major organizational business process changes.
• Tim Uduak, Jr. is the Chief Operating Officer (COO) and the son of founding partner Tim Uduak, Sr. Tim has been around the company since its inception in one capacity or another, except for four years of college and a 3-year break to startup his own company. When his startup failed, Tim came back to PEP as the SVP, Engineering & Manufacturing Operations. Last year, he was promoted to COO. While Tim has a strategic focus and is not technology averse, he prefers to solve business challenges with processes rather than information technology.
• Karl Manley is the Chief Financial Officer (CFO). He has been with the company for 9 years. Karl has a background .
Webinar the rise of nearshore outsourcing after covid 8 7-2020
The document discusses how the COVID-19 pandemic has increased the need for organizations to optimize costs and increase operational resiliency through outsourcing and automation. It argues that nearshoring to Costa Rica provides advantages over offshoring such as greater collaboration opportunities and cultural affinity due to geographic proximity. Costa Rica is highlighted as a top nearshore destination in Latin America due to its skilled and English-proficient workforce, strong education system, political stability, and experience supporting global companies. Significant cost savings of 30-50% are possible through nearshoring to Costa Rica compared to maintaining operations in-house in the US.
Business Intelligence - A Management Perspective
The document discusses the evolution and importance of business intelligence (BI) systems. It describes how BI systems have evolved from executive information systems to encompass more integrated enterprise systems that pull data from across an organization and external sources to provide a single version of the truth. The document emphasizes that BI is important for making effective decisions, gaining insights from large amounts of data, and empowering all employees with analytics and feedback mechanisms.
IFSM 461 Systems Analysis and Design Precision Electronic Par.docx
IFSM 461: Systems Analysis and Design
Precision Electronic Parts, Inc.
Case Study
Introduction
This case study will be used for a series of staged assignments. It should be thoroughly read and understood prior to working on any of the assignments.
Setting
Precision Electronic Parts (PEP), Inc., is a small private business that has retained you to assist in the development of a new billing and payment system and associated processes.
Background
PEP is a small, private specialized electronics company in Kansas. For the past 20 years, it has manufactured a wide range of precision electronic components and replacement parts for medical equipment used in hospitals, doctor’s offices, and pharmacies. Last year, the company began building and delivering custom low voltage motors that reduced electricity costs and made older medical equipment more environmentally friendly. More recently, PEP has added a new line of more efficient low voltage motors that can be used in precision equipment outside the healthcare industry.
As a result, PEP is experiencing significant increases in orders for the motors. The manufacturing facility has been expanded, and the sales and marketing teams have been enlarged. All of this is straining the Ordering & Shipping Department and the Inventory Management Department, which have received no increase in personnel. They are meeting the challenge, but the Executive Leadership Team (the CEO, COO, CFO, and CIO) know that they are only treading water. The Finance Department, however, is getting further and further behind in their invoice, billing and payment processes. The Business Administration Department has stepped up to the task, but is at the breaking point.
IT Steering Committee
The IT Steering Committee (ITSC) at PEP is comprised of the Executive Leadership Team, the Senior Vice President and Vice President.
• Carolyn West is the Chief Executive Officer (CEO). She has been at the company for 11 years. Carolyn has a background working for and managing electronics companies. Like most CEOs, Carolyn is focused on the strategic and long-term business health of PEP. She chairs the IT Steering Committee. Carolyn and the committee members jointly make decisions about IT systems and major organizational business process changes.
• Tim Uduak, Jr. is the Chief Operating Officer (COO) and the son of founding partner Tim Uduak, Sr. Tim has been around the company since its inception in one capacity or another, except for four years of college and a 3-year break to startup his own company. When his startup failed, Tim came back to PEP as the SVP, Engineering & Manufacturing Operations. Last year, he was promoted to COO. While Tim has a strategic focus and is not technology averse, he prefers to solve business challenges with processes rather than information technology.
• Karl Manley is the Chief Financial Officer (CFO). He has been with the company for 9 years. Karl has a background in accounting and f.
Brian Smith, CIO of ModMeters, groaned inwardly as he listened t.docx
Brian Smith, CIO of ModMeters, groaned inwardly as he listened to CEO John Johnson wrapping up his remarks. “So our executive team thinks there are real business oppor- tunities for us in developing these two new strategic thrusts. But before I go to the board for final approval next month, I need to know that our IT, marketing, and sales plans will support us all the way,” Johnson concluded.
Brian mentally calculated the impact these new initiatives would have on his orga- nization. He had heard rumors from his boss, the COO, that something big was coming down. He had even been asked his opinion about whether these strategies were techni- cally doable,
theoretically.
But
both
at once? Resources—people, time, and money—were tight, as usual. ModMeters was making a reasonable profit, but the CFO, Stan Abrams, had always kept the lid screwed down tightly on IT spending. Brian had to fight for every dime. How he was going to find the wherewithal to support not one but
two
new strategic initiatives, he didn’t know.
The other VPs at this strategy presentation were smiling. Taking ModMeters global from a North American operation seemed to be a logical next step for the com- pany. Its products, metering components of all types, were highly specialized and in great demand from such diverse customers as utility companies, manufacturers, and a host of other industries. Originally founded as Modern Meters, the firm had grown steadily as demand for its metering expertise and components had grown over the past century or so. Today ModMeters was the largest producer of metering components in the world with a full range of both mechanical and, now, digital products. Expanding into meter assembly with plants in Asia and Eastern Europe was a good plan, thought Brian, but he wasn’t exactly sure how he was going to get the infrastructure in place to support it. “Many of these countries simply don’t have the telecommunications and equipment we are going to need, and the training and new systems we have to put in place are going to be substantial,” he said.
But it was the second strategic thrust that was going to give him nightmares, he predicted. How on earth did they expect him to put direct-to-customer sales in place so they could sell “green” electric meters to individual users? His attention was jerked back to the present by a flashy new logo on an easel that the CEO had just unveiled.
“In keeping with our updated strategy, may I present our new name—MM!” Johnson announced portentously.
“Oh, this is just great,” thought Brian. “Now I have to go into every single applica- tion and every single document this company produces and change our name!”
Because of its age and scientific orientation, ModMeters (as he still preferred to call it) had been in the IT business a long time. Starting back in the early 1960s, the
4 Smith, H. A., and J. D. McKeen. “IT Planning at ModMeters.” #1-L05-1-008, Queen’s School of Business, September 2005. Reproduce.
MIS (Belize Presentation)
The document discusses the importance of information systems in business today. It explains that information systems are essential for operational excellence, developing new products and services, customer and supplier intimacy, improved decision making, competitive advantage, and business survival. Information systems help achieve strategic objectives like efficiency, innovation, customer service, and better decisions. There is a growing interdependence between organizations and their information technologies, as business capabilities now require supporting systems. Information systems are comprised of people, procedures, software, hardware, data, and networks that collect, process and distribute information to support business operations and management.
Too Far Ahead Of The It Curve
The document discusses the IT strategy at Addison Bank. It describes Addison Bank as one of Canada's largest financial institutions with over 50,000 employees and hundreds of billions in assets. It then discusses the bank's Credit Control Group, which oversees collections of delinquent loans. The IT systems supporting this group include databases to store loan information, software to track contacts and payments, analytics software, and hardware. The strategy evaluated the current state of the bank's Credit Control Group IT systems and recommended modernizing the systems to improve collections and reduce costs.
Jim Barton
The document discusses Jim Barton, a dynamic executive at a company called IVK, who is called to meet with the CEO and expects a promotion but is left speechless by the news. It describes how Barton had done good work as the company grew but unexpected changes can happen during times of crisis for a company. The silence grows as Barton ponders what the CEO has told him and wonders about the logic behind executive decisions during difficult periods for an organization.
Management Information Systems: Managing the Digital Firm Sixteenth Editionc...
This document discusses how information systems are transforming business and defines what an information system is. It notes that by June 2018 over 160 million businesses worldwide had websites and 1.8 billion people shopped online generating $2.9 billion in sales. An information system is defined as interrelated components that manage information to support decision making, analysis, and product creation using data, processing, output, and feedback. The dimensions of information systems are organizations and their unique structures, management and how they set strategies, and technologies like hardware, software, and networks.
Choice For Outsourcing
A-1 Technology is an ISO-certified software outsourcing company located in New York, California, and Florida that provides e-business strategy, application development, and other IT services. It has a global client base of multinational companies and aims to minimize client issues while maximizing performance. A-1 Technology leads in the field by providing round-the-clock client service through teams in multiple time zones.
Modernizing your finance operations webinar
Everybody seems to be in the cloud or moving to the cloud, but who is really doing it the right way? What is the right way? More importantly, how is security being managed in the cloud?
Though 70% of companies have at least a portion of their computing infrastructure already in the cloud, four in 10 IT decision makers (40%) are concerned that they cannot keep pace with cloud technology’s evolution and demands.
Although discussions around cloud have intensified, considerations around cloud security are still a relatively new area for many companies. The implications of moving to the cloud with or without a well-defined strategy are being felt today; and with so many data leaks being attributed to misconfigured cloud databases, or through poor credential management, companies are right to be worried.
Given the current rate of digital change, every organization across every industry should be thinking about the cloud, migrating to the cloud and of course, security, however, one issue that continues to arise is the gap between organizations’ perceived security strength and their actual security strength. With over 4,000 ransomware attacks happening every day, it’s no wonder that security is one of the top concerns and priorities for CIOs in 2019.
Join us for this invitation-only networking opportunity with your peers to discuss best practices that IT executives are implementing to fully maximize the value of the cloud while strengthening security and maintaining control of costs.
Webinar deck help desk outsourcing 9 21-2020
This webinar discusses outsourcing help desk services in the new work from home era. Some key points discussed include:
- Remote work is becoming a permanent model for many organizations, increasing demand for help desk support.
- Outsourcing help desk services is increasing and many organizations plan to outsource more IT functions.
- Working from home presents new challenges for help desks around increased tickets, lack of remote access tools, and home networking issues.
- Successfully outsourcing requires clearly defining goals, service scope, and expectations as well as choosing the right partner and location strategy.
Similar to Persuasive messages (20)
Mini Case IT Planning at ModMeters4 Brian Smith, CIO of ModMeters,.docx
Mini Case IT Planning at ModMeters4 Brian Smith, CIO of ModMeters,.docx
Mini CaseIT Planning at ModMeters4Brian Smith, CIO of Mo.docx
Mini CaseIT Planning at ModMeters4Brian Smith, CIO of Mo.docx
Mini CaseIT Planning at ModMeters4Brian Smith, CIO of Mo.docx
Mini CaseIT Planning at ModMeters4Brian Smith, CIO of Mo.docx
Mini Case IT Planning at ModMeters4 Brian Smith, CIO of ModMet.docx
Mini Case IT Planning at ModMeters4 Brian Smith, CIO of ModMet.docx
IFSM 461 Systems Analysis and Design Precision Electronic P.docx
IFSM 461 Systems Analysis and Design Precision Electronic P.docx
Webinar the rise of nearshore outsourcing after covid 8 7-2020
Webinar the rise of nearshore outsourcing after covid 8 7-2020
IFSM 461 Systems Analysis and Design Precision Electronic Par.docx
IFSM 461 Systems Analysis and Design Precision Electronic Par.docx
Brian Smith, CIO of ModMeters, groaned inwardly as he listened t.docx
Brian Smith, CIO of ModMeters, groaned inwardly as he listened t.docx
Management Information Systems: Managing the Digital Firm Sixteenth Editionc...
Management Information Systems: Managing the Digital Firm Sixteenth Editionc...
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This document provides a summary of Mexico's 1994 currency crisis known as the "Tequila Crisis". It discusses Mexico's economic reforms in the 1980s that initially stabilized the peso but led to large current account deficits. Political unrest in 1994 and a US interest rate hike caused capital flight, depleting reserves and forcing Mexico to devalue the peso. This sparked a recession and widespread loan defaults. The government implemented programs like FOBAPROA to bail out banks and guarantee deposits, receiving IMF support. However, significant fraud was uncovered in the banking system as well.
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This document proposes a formal training plan for TP ICap Company to prepare employees for success in international business. The plan includes continued education, cultural training, professional development plans, and adapting training to different learning styles and career levels. Entry-level employees would receive onboarding training and exam preparation assistance. Upper-level staff would have training focused on emerging markets, cultural diversity, and skills development tied to promotions. Executive staff would receive yearly cultural training and serve as mentors. The goal is to empower employees through education and ensure effective cross-cultural communication for international business dealings and customer relationships. Feedback would be gathered to improve the training program over time.
The Rocky Relationship Between Facebook & General Motors
This document discusses General Motors' failed $10 million social media marketing campaign on Facebook in 2012 prior to Facebook's IPO. It summarizes how GM pulled its ads due to a lack of control and tracking of ad performance. While this hurt Facebook initially, it responded by developing new tools to help advertisers track metrics like conversion rates and target audiences. The document also provides statistics on Facebook's ad revenues and conversion rates compared to other platforms like Google and Amazon. It discusses how Facebook continues improving its targeting, measurement and training tools to help advertisers optimize their campaigns and ROI.
The InstantPot: A Marketing Sensation
This document provides a marketing plan for the InstaPot cooker created by Double Insight. It discusses how the founder grew the company through social media without a marketing budget. Key points include how the InstaPot found success through innovative social media relationships and analyzing customer wants. It also summarizes Facebook's tools for social media marketing campaigns and discusses challenges like creating authentic connections and developing a content strategy.
The Jeff Bezos Personal Empire
Beyond Amazon. A review of Jeff Bezos' personal assets which diversify his portfolio and profit maximization beyond Amazon
Equity Stake Offering for Expansion Needs
Gonzales Food Stores seeks to raise $10 million for expansion through equity financing while retaining company control. They are considering either private stock sales or bonds. Private stock sales would give investors ownership stakes but require giving up some control. Bonds require repaying debt which may not be feasible given the company's high debt-to-equity ratio of 50%. The company is considering offering preferred stock, which provides tax benefits to institutional investors, or classified common stock with different voting rights. Founders shares that vest over time could incentivize long-term commitment from new investors or employees. The optimal approach may be a mix of callable preferred stock and founders shares.
Coca Cola Financial Review
Coca-Cola is a global beverage company that offers over 5,000 brands in more than 200 countries. In 2013, Coca-Cola had annual revenues of $46 billion. The document discusses Coca-Cola's financial performance in 2013, including their issuance of common stock and valuation of bonds and stock prices. Formulas are provided to calculate the present value of bonds based on interest rates, as well as determining stock prices based on average prices and desired rate of return.
Launching an IPO from foreign country
Jagdambay Exports, an Indian children's clothing company, is considering launching an IPO to finance expansion into the US market. A Regulation A IPO on the NASDAQ Capital Market would allow Jagdambay to raise up to $5 million with fewer listing requirements than the major exchanges. This strategy could help establish the brand in the US through online and physical retailers. While an IPO would cost over $200,000 in fees, it could provide the funding needed to open a US office and production facilities to grow globally.
The Wells Fargo Scandal
The document discusses the Wells Fargo account scandal where employees fraudulently opened accounts without customer consent or knowledge. Unrealistic sales goals set by management led employees to open fake accounts to meet quotas. Over 5,300 employees were fired for their role in the fraud. Wells Fargo was fined $185 million and top executives forfeited bonuses totaling over $69 million. The scandal damaged trust in the company and showed the need to avoid toxic corporate cultures with unrealistic goals that incentivize fraudulent behavior.
Diversity on Wall Street: Where are the women decision makers?
a case study on the failure of Wall Street to vastly recognize women as viable solutions to portfolio management and other high-profile positions that are predominantly held by men.
Managerial Vs. Financial Accounting Principles
1) Amazon started as an online bookseller in 1995 and has since grown exponentially through strategic acquisitions and expanding into new product categories like electronics and cloud computing.
2) Jeff Bezos carefully reinvested profits to diversify Amazon's offerings, acquiring companies like Audible, Zappos, Twitch, and Whole Foods to become the largest online marketplace.
3) Amazon reached $1 trillion in market value in 2018, but shares fell in 2019 after plans for a new headquarters in New York City failed due to local opposition to tax incentives demanded by Amazon.
Capital Budgeting for Profitable Deceision Making
The document discusses capital budgeting techniques used by The Hershey Company to evaluate investment projects. It describes the capital budgeting process, methods to evaluate projects like net present value, internal rate of return and payback period. It provides examples of how these methods are used to determine if projects will be profitable. It also summarizes several major capital projects undertaken by Hershey from 2010-2019 related to supply chain improvements, cost reductions and productivity gains.
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The Rocky Relationship Between Facebook & General Motors
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Best practices for project execution and delivery
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
DearbornMusic-KatherineJasperFullSailUni
My powerpoint presentation for my Music Retail and Distribution class at Full Sail University
一比一原版新西兰奥塔哥大学毕业证（otago毕业证）如何办理
一模一样【微信：A575476】【新西兰奥塔哥大学毕业证（otago毕业证）成绩单Offer】【微信：A575476】（留信学历认证永久存档查询）采用学校原版纸张、特殊工艺完全按照原版一比一制作（包括：隐形水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠，文字图案浮雕，激光镭射，紫外荧光，温感，复印防伪）行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备，十五年致力于帮助留学生解决难题，业务范围有加拿大、英国、澳洲、韩国、美国、新加坡，新西兰等学历材料，包您满意。
【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信：A575476】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信：A575476】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
→ 【关于价格问题（保证一手价格）
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
How to Buy an Engagement Ring.pcffbhfbfghfhptx
Dive into this presentation and learn about the ways in which you can buy an engagement ring. This guide will help you choose the perfect engagement rings for women.
Satta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel Chart
Satta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel Chart➒➌➎➏➑➐➋➑➐➐Dpboss Matka Guessing Satta Matka Kalyan Chart Indian Matka
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Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.
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.
How HR Search Helps in Company Success.pdf
HR search is critical to a company's success because it ensures the correct people are in place. HR search integrates workforce capabilities with company goals by painstakingly identifying, screening, and employing qualified candidates, supporting innovation, productivity, and growth. Efficient talent acquisition improves teamwork while encouraging collaboration. Also, it reduces turnover, saves money, and ensures consistency. Furthermore, HR search discovers and develops leadership potential, resulting in a strong pipeline of future leaders. Finally, this strategic approach to recruitment enables businesses to respond to market changes, beat competitors, and achieve long-term success.
Digital Transformation Frameworks: Driving Digital Excellence
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
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
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Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
Industrial Tech SW: Category Renewal and Creation
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
Innovation Management Frameworks: Your Guide to Creativity & Innovation
Innovation Management Frameworks: Your Guide to Creativity & InnovationOperational Excellence Consulting
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentationsBest Forex Brokers Comparison in INDIA 2024
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.
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Innovation Management Frameworks: Your Guide to Creativity & Innovation
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Persuasive messages
- 1. 1 Persuasive Messages Stacey Troup COM-295 June 15, 2015 University of Phoenix
- 2. 2 Persuasive Messages To: Sue Smith, Vice President, Sales – East Coast Region From: Stacey Troup, Regional Sales Director – East Coast Region CC: Bill Smith, Corporate Counsel; Karen Adams, Human Resources Director; Chad Marshall, Vice President, Information Technology Subject: Capital Expenditure Request – Computer Systems Sue, As the financial year draws to a close and we embark on the next fiscal year, I felt it was important to address our current computer systems. Current computer systems for the sales staff on the east coast are approximately 5 years old and represent a disadvantage to our productivity at large. With a sales increase target of 20% in the next quarter, these new systems would provide the tools and support we are in need of to stay ahead of the competition. The team comprised of HR, Information Technology and Legal have all voiced their concerns and we feel that expending capital improvement budget on improved computer systems is at the top of our needs. This improvement will accomplish the following tasks: • Faster machines enable additional software and proprietary software (i.e. sales tools and HR tolls) to be load