A new study by PulsePoint Group and The Economist Intelligence Unit found that companies that fully embrace social engagement experience four times greater business impact than less engaged companies. The study identified six types of socially engaged enterprises and provided insights on measuring social engagement strategies. Companies that are most engaged see a 7.7% return on social engagement activities, compared to a 1.9% return for less engaged companies. C-suite advocacy and commitment to social engagement as a strategy was found to be critical for high performance.
Involucrando a empleados, a tu equipo y a tus clientes en tu empresa a través de las redes.
Relationship Economics: How genuine communication and engagement in social media helps businesses grow relationships with employees and customers while improving the bottom line.
Involucrando a empleados, a tu equipo y a tus clientes en tu empresa a través de las redes.
Relationship Economics: How genuine communication and engagement in social media helps businesses grow relationships with employees and customers while improving the bottom line.
CSIC research fellow Tracey Wright interviews 12 DC-area small businesses to explore how they use social media to communicate their socially responsible business practices to their stakeholders.
A social business is an organization whose culture and systems encourage networks of people to create business value. Social businesses connect individuals, so they can rapidly share information, knowledge and ideas by having conversations and publishing informal content. They analyze social content from multiple channels and sources, in addition to structured data, to gain insights from both external and internal stakeholders. When those things happen, innovation and business execution rates increase, better decisions are made, and customers and employees are more engaged and satisfied. Social businesses enjoy lower operating costs, faster speed-to-market, improved customer and employee engagement, and increased profitability.
Whitepaper IBM on social business patternse-office bv
In dit whitepaper worden 6 use cases beschreven voor succesvol inzetten van social voor bedrijfsprocessen. Use cases zijn: toegang tot kennis, inzicht in klantvragen, kennisdelen, werving en inwerken, fusies en overnames, veiligheid op de werkplek.
Faculty & Research › Publications › 2015 Survey on Board of Directors of Nonprofit Organizations
2015 Survey on Board of Directors of Nonprofit Organizations
By David F. Larcker, Nicholas Donatiello, Bill Meehan, Brian Tayan
Stanford GSB, Rock Center for Corporate Governance, BoardSource, and GuideStar. April 2015
Accounting, Corporate Governance
In fall 2014, the Stanford Graduate School of Business, in collaboration with BoardSource and GuideStar, surveyed 924 directors of nonprofit organizations about the composition, structure, and practices of their boards.
DUP (DELOITTE UNIVERSITY PRESS)
Social Business Report: Shifting Out of First Gear
Explore the findings of the second annual global study, conducted in collaboration with MIT Sloan Management Review, to gain fresh insight into the social business landscape today and discover how some businesses are reaping value.
Cracking the Data Conundrum: How Successful Companies Make #BigData OperationalSubrahmanyam KVJ
There is little arguing the benefits and disruptive potential of Big Data. However, many organizations have not fully embedded Big Data in their operations. In fact, our research shows that only 13% have achieved full-scale production for their Big Data implementations. The most troubling development is that most organizations are failing to benefit from their investments. Only 27% of respondents described their Big Data initiatives as “successful” and only 8% described them as “very successful”.
So, how can organizations make Big Data operational? There are many factors that go into the making of a successful Big Data implementation. However, the single biggest factor that we observed in our research was that organizations that have a strong operating model stood apart. This operating model has multiple distinct elements, which include, among others, a well-defined organizational structure, systematic implementation plan, and strong leadership support. For instance, success rates for organizations with an analytics business unit are nearly 2.5 times those that have ad-hoc, isolated teams. The report highlights the key factors for successful Big Data implementations.
2018 human trends rise of the social enterpriseVALUES & SENSE
The 2018 Deloitte Global Human Capital Trends report showcases a profound shift facing business leaders worldwide: The rapid rise of what we call the social enterprise. This shift reflects the growing importance of social capital in shaping an organization’s purpose, guiding its relationships with stakeholders, and influencing its ultimate success or failure.
Cross presentation on Ticketing
Christine LASSALLE, responsable Marketing et projets SEMITAN for the European project SITE
For the second year, the EIGSI General Engineering School organizes in La Rochelle, France, a high quality forum focused on interregional mobility in the Atlantic Area.
La Rochelle Mobility Forum is part of a 4 high quality forum cycle. Climatlantic is a project co‐funded by INTERREG IVB ATLANTIC AREA Programme,aimed at developing an Atlantic Strategic Agenda for Sustainable Urban Development and the reduction of the Carbon Footprint covering four main pillars: mobility, energy, territorial management and social behavior.
CSIC research fellow Tracey Wright interviews 12 DC-area small businesses to explore how they use social media to communicate their socially responsible business practices to their stakeholders.
A social business is an organization whose culture and systems encourage networks of people to create business value. Social businesses connect individuals, so they can rapidly share information, knowledge and ideas by having conversations and publishing informal content. They analyze social content from multiple channels and sources, in addition to structured data, to gain insights from both external and internal stakeholders. When those things happen, innovation and business execution rates increase, better decisions are made, and customers and employees are more engaged and satisfied. Social businesses enjoy lower operating costs, faster speed-to-market, improved customer and employee engagement, and increased profitability.
Whitepaper IBM on social business patternse-office bv
In dit whitepaper worden 6 use cases beschreven voor succesvol inzetten van social voor bedrijfsprocessen. Use cases zijn: toegang tot kennis, inzicht in klantvragen, kennisdelen, werving en inwerken, fusies en overnames, veiligheid op de werkplek.
Faculty & Research › Publications › 2015 Survey on Board of Directors of Nonprofit Organizations
2015 Survey on Board of Directors of Nonprofit Organizations
By David F. Larcker, Nicholas Donatiello, Bill Meehan, Brian Tayan
Stanford GSB, Rock Center for Corporate Governance, BoardSource, and GuideStar. April 2015
Accounting, Corporate Governance
In fall 2014, the Stanford Graduate School of Business, in collaboration with BoardSource and GuideStar, surveyed 924 directors of nonprofit organizations about the composition, structure, and practices of their boards.
DUP (DELOITTE UNIVERSITY PRESS)
Social Business Report: Shifting Out of First Gear
Explore the findings of the second annual global study, conducted in collaboration with MIT Sloan Management Review, to gain fresh insight into the social business landscape today and discover how some businesses are reaping value.
Cracking the Data Conundrum: How Successful Companies Make #BigData OperationalSubrahmanyam KVJ
There is little arguing the benefits and disruptive potential of Big Data. However, many organizations have not fully embedded Big Data in their operations. In fact, our research shows that only 13% have achieved full-scale production for their Big Data implementations. The most troubling development is that most organizations are failing to benefit from their investments. Only 27% of respondents described their Big Data initiatives as “successful” and only 8% described them as “very successful”.
So, how can organizations make Big Data operational? There are many factors that go into the making of a successful Big Data implementation. However, the single biggest factor that we observed in our research was that organizations that have a strong operating model stood apart. This operating model has multiple distinct elements, which include, among others, a well-defined organizational structure, systematic implementation plan, and strong leadership support. For instance, success rates for organizations with an analytics business unit are nearly 2.5 times those that have ad-hoc, isolated teams. The report highlights the key factors for successful Big Data implementations.
2018 human trends rise of the social enterpriseVALUES & SENSE
The 2018 Deloitte Global Human Capital Trends report showcases a profound shift facing business leaders worldwide: The rapid rise of what we call the social enterprise. This shift reflects the growing importance of social capital in shaping an organization’s purpose, guiding its relationships with stakeholders, and influencing its ultimate success or failure.
Cross presentation on Ticketing
Christine LASSALLE, responsable Marketing et projets SEMITAN for the European project SITE
For the second year, the EIGSI General Engineering School organizes in La Rochelle, France, a high quality forum focused on interregional mobility in the Atlantic Area.
La Rochelle Mobility Forum is part of a 4 high quality forum cycle. Climatlantic is a project co‐funded by INTERREG IVB ATLANTIC AREA Programme,aimed at developing an Atlantic Strategic Agenda for Sustainable Urban Development and the reduction of the Carbon Footprint covering four main pillars: mobility, energy, territorial management and social behavior.
Impact of Employee Engagement on Performance (Harvard Business Review)Pinky Gonzales
Employee engagement has become a top business priority for senior executives. Yet while most executives see a clear need to improve employee engagement, many have yet to develop tangible ways to measure and tackle this goal. However, a growing group of best-in-class companies says they are gaining competitive advantage through establishing metrics and practices to effectively quantify and improve the impact of their engagement initiatives on overall business performance.
Relationship Economics: How to improve employee and customer relationships wi...Brian Solis
How genuine communication and engagement in social media helps businesses grow relationships with employees and customers while improving the bottom line
Executive Summary
Employee engagement has become a top business priority for senior executives. In this rapid
cycle economy, business leaders know that having a high-performing workforce is essential
for growth and survival. They recognize that a highly engaged workforce can increase innovation,
productivity,
and bottom-line
performance
while reducing
costs related
to
hiring
and
retention
in highly competitive
talent
markets.
But while most executives see a clear need to improve employee engagement, many have
yet to develop tangible ways to measure and tackle this goal. However, a growing group of
best-in-class companies says they are gaining competitive advantage through establishing
metrics and practices to effectively quantify and improve the impact of their engagement
initiatives on overall business performance.
This report provides a look at those organizations that recognize and benefit from what can be achieved when social technologies are paired with the new ways of working they enable. That paired approach delivers shared value; generating complex business outcomes for the organization while making employee work experience easier and more fulfilling.
In part one of this two part study, The Socially Enabled Enterprise, we explored the opportunities and challenges global organizations are facing in the transition to becoming socially enabled enterprises. Oracle, Leader Networks, and Social Media Today recently conducted an online survey of over 900 marketing and technology executives to understand how companies are leveraging social technologies and practices throughout their organizations.
Companies are not created equal when it comes to social media maturity. In its latest research, Altimeter Group’s Charlene Li and Brian Solis uncovered a distinct gap between organizations that execute social media strategies and those that are truly a “social business.” On one side, there are businesses (specifically departments) that are actively investing in social media without being tied to business goals. On the other side are organizations that are deeply integrating social media and social methodologies throughout the company to drive real business impact.
As companies mature in social, Altimeter Group found a natural progression through six distinct stages: Planning, Presence, Engagement, Formalized, Strategic, and Converged. In “The Evolution of Social Business,” readers will find common guiding success factors for organizations achieving success in each social business maturity stage, as well as prescriptive recommendations and checklists to grow to the next level of maturity.
Socially Driven Collaboration Research Study 2014 Leader Networks
What happens when Marketing and IT unite to tackle the escalating challenges that today’s
rapidly moving digital, social and mobile world bring? Collaboration brings both Marketing
and IT the potential to influence management decisions while, in tandem, add business value.
When Marketing collaborates with IT, the possibility exists for Marketing to make an impact
beyond raising awareness to improving speed to market for new products and services while
reducing project costs. In turn, IT’s collaboration with Marketing can give rise to greater
awareness of thought leadership and increase share of budget.
When collaboration happens, Marketing often leads the charge to break down the functional
silos with IT. And even though Marketing is making progress, it faces strong headwinds as it
attempts to advance collaboration within the company.
To get a better understanding of the state of collaboration between Marketing and IT, Oracle
commissioned Social Media Today and Leader Networks to field a study to investigate the
changing relationship between these functional teams. Responses were gathered from 662
Marketing and 263 IT leaders from more than 500 organizations around the world.
Broken links: Why analytics investments have yet to pay off, sponsored by ZS, draws on the survey findings, interviews with senior corporate executives and desk research to explore the current state of sales and marketing analytics.
Believing is seeing: As employees that believe in collaboration make better decisions for their companies and also offer a higher output. This EIU research, sponsored by BTS, explores this notion, and whether firms are leveraging collaborative techniques to improve business success. It also explores the difficulties of collaboration and the value of collaborating across functions and levels to achieve strategic alignment. It is based on a survey of 249 business leaders in North America, Europe and Asia-Pacific.
W2O Group Function Optimization 2014 reportW2O Group
Over the course of our existence, W2O Group has been working with global organizations, specifically Chief Communications Officers (CCOs), to better organize, structure and fully develop corporate communications as a function, a system, and a set of capabilities to better align with strategic priorities. The report is a compilation of lessons learned, insights gleaned and recommendations for companies of all sizes.
Ready to launch the greatest social media campaign ever? In many organizations, you'll have to get the approval of a senior leadership team. In this presentation, you'll learn a variety of insights, strategies and tactics for overcoming executive resistance toward social media efforts.
Presented by Ryan Cohn, Vice President of Social/Digital Operations at Sachs Media Group, at the Social Fresh EAST Conference in Tampa on April 19, 2013.
Introducing Social Employee Engagement: Shifting From Technology To PeopleMSL
Social employee engagement puts people at the centre by focusing on what inspires and
engages them to do their best work. This report offers a complete introduction to social business and sets out a roadmap for success.
The Keys to Corporate Responsibility Employee EngagementSustainable Brands
PwC recently found that employees who participate in its CR programs have a 5% higher retention rate, with a value of $165 million to the company. In this report, PwC shows how it uses a common corporate tool, the Plan-Do-Check-Adjust (PDCA) Cycle to engage employees, and the Employee Engagement Index (EEI) to measure engagement.
How to turn your Social Collaboration initiative into a success and into an enabler of strategic value? By having a look at the challenges, best practices and recommended strategies collected with the Social Collaboration Survey, a free quantitative study conducted by Emanuele Quintarelli and Stefano Besana on 300 organizations at the end of 2013.
Similar to SOCIALLY ENGAGED COMPANIES$SEE 4X GREATER BUSINESS IMPACT (20)
2014 - A year of transformation,
consolidation and disruption.
New brand tops the rankings
Top 100 brand values increase
Surprising top riser
A first for sector growth
First time a retailer makes the coveted Top 10
more : http://www.wpp.com/wpp/marketing/brandz/brandz-2014/
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
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
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
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.
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/
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
Buy Verified PayPal Account
Looking to buy verified PayPal accounts? Discover 7 expert tips for safely purchasing a verified PayPal account in 2024. Ensure security and reliability for your transactions.
PayPal Services Features-
🟢 Email Access
🟢 Bank Added
🟢 Card Verified
🟢 Full SSN Provided
🟢 Phone Number Access
🟢 Driving License Copy
🟢 Fasted Delivery
Client Satisfaction is Our First priority. Our services is very appropriate to buy. We assume that the first-rate way to purchase our offerings is to order on the website. If you have any worry in our cooperation usually You can order us on Skype or Telegram.
24/7 Hours Reply/Please Contact
usawebmarketEmail: support@usawebmarket.com
Skype: usawebmarket
Telegram: @usawebmarket
WhatsApp: +1(218) 203-5951
USA WEB MARKET is the Best Verified PayPal, Payoneer, Cash App, Skrill, Neteller, Stripe Account and SEO, SMM Service provider.100%Satisfection granted.100% replacement Granted.
Exploring Patterns of Connection with Social Dreaming
SOCIALLY ENGAGED COMPANIES$SEE 4X GREATER BUSINESS IMPACT
1.
Contact:
Tishy
Bryant
FOR
IMMEDIATE
RELEASE
Tel.
512/582-‐7450
March
26,
2012
Email:
tbryant@pulsepointgroup.com
NEW
STUDY:
'SOCIALLY
ENGAGED'
COMPANIES
SEE
4X
GREATER
BUSINESS
IMPACT
PulsePoint/Economist
Research
Reveals
What
Separates
High
and
Low
Performers
Austin,
Texas
–
Companies
that
fully
embrace
social
engagement
are
experiencing
four
times
greater
business
impact
than
less-‐engaged
companies,
according
to
a
new
study
conducted
by
PulsePoint
Group,
a
management
and
digital
consulting
firm,
in
collaboration
with
The
Economist
Intelligence
Unit.
The
research
identifies
six
types
of
socially
engaged
enterprises
and
provides
insights
for
organizations
that
want
both
to
measure
themselves
against
peers
and
find
the
right
strategy
for
improving
business
and
economic
impact
from
their
investments
in
social
engagement.
“We
believe
this
research
is
essential
to
assure
companies
that
their
investments
in
social
engagement
can
be
rewarded,
provided
they
do
it
right,”
said
Paul
Walker,
a
partner
with
Austin-‐
based
PulsePoint
Group.
“We
felt
this
was
an
opportune
time
to
conduct
this
research
and
to
focus
on
C-‐suite
executives,
because
it
is
clear
that
there
is
a
growing
list
of
high-‐performing
companies
that
are
achieving
superior
economic
returns
from
the
use
of
social
engagement
with
key
internal
and
external
constituents,”
Walker
continued.
“We
believe
we
are
seeing
an
inflection
point
at
which
many
organizations
are
moving
from
an
experimentation
phase
with
social
technologies
to
achieving
tangible
and
measurable
returns
on
the
investments.
Most
notably,
they
are
achieving
enterprise-‐
level
scale
that
is
impacting
marketing
and
sales
efficiency,
increased
sales
and
market
share,
and
speed
to
market
with
new
products.
”
Social
Engagement
Defined
A
socially
engaged
enterprise
actively
engages
constituents
(employees,
customers,
partners,
and
other
stakeholders)
in
meaningful
conversations
–
enabled
by
social
technologies
–
so
that
both
parties
benefit.
This
mutual
exchange
of
value
is
not
just
about
products
but
about
useful
information
that
builds
commonality
of
interests
and
a
sense
of
trust.
The
study,
“The
Economics
of
the
Socially
Engaged
Enterprise,”
conducted
in
February
2012,
found
that
in
the
most
socially
engaged
companies,
the
Chief
Executive
Officer
and
other
C-‐suite
executives
are
the
vital
advocates
for
cultural
change
that
drives
deeper
levels
of
engagement.
The
study
found
that
a
traditional
focus
on
listening
centers
and
influencer
engagement,
two
of
the
primary
enablers
of
this
initial
transformation,
are
now
the
price
of
entry
for
the
most
advanced
socially
engaged
enterprises.
The
research
revealed
specific
economic
or
business
1
2. impact
values
across
10
distinctive
social
engagement
activities.
“The
research
let
us
develop
and
test
a
formula
for
what
combinations
of
social
engagement
activities
organizations
should
focus
on
to
improve
their
engagement
and
impact,”
said
Michael
Gale,
PulsePoint
Group
partner.
“Companies
need
a
more
prescriptive
path
forward
to
be
successful.
While
the
formula
is
quite
straightforward,
our
experience
shows
the
changes
required
will
not
be,
so
well-‐defined
roadmaps
with
accountable
metrics
are
essential.”
More
than
three
hundred
C-‐suite
and
senior
executives
were
surveyed
for
their
perspectives
on
social
engagement
including
definitions,
drivers,
barriers,
and
advocates
related
to
current
and
future
activities.
Key
findings
show:
• The
average
return
on
social
engagement
was
calculated
to
be
between
3-‐5%.
The
most
engaged
businesses
are
reporting
a
calculated
7.7%
business
impact
specifically
from
social
engagement,
which
is
four
times
the
performance
of
the
lowest
performers
who
only
achieved
a
1.9%
estimated
return.
• The
top
two
areas
where
executives
thought
social
engagement
had
real
value
were
improved
marketing
and
sales
effectiveness
(84%)
and
increased
sales
and
market
share
(81%).
• C-‐suite
advocacy
is
critical,
now
and
in
the
future.
Two-‐thirds
of
the
organizations
achieving
the
highest
returns
reported
that
their
C-‐suites
are
active
advocates–
that
is,
they
commit
to
social
engagement
as
a
strategy
and
they
reallocate
resources
to
make
it
happen.
• However,
a
full
28%
of
C-‐suite
executives
still
don’t
believe
in
social
engagement.
And
the
number
one
reason?
The
inability
to
gauge
ROI
(45%).
For
engagement
to
work,
the
C-‐suite
has
to
believe
in
it
and
see
measurable
returns.
• The
most
socially
engaged
segments
believe
that
widely
distributed
buy-‐in
across
the
organization
–
and
beyond
marketing
and
communications
–
is
key
for
scale
and
generating
economic
business
impact.
This
even
includes
operations
management
and
financial
leadership.
• Executives
defined
social
engagement
today
as
online
listening
(28%),
blogging
(24%)
and
building
relationships
with
online
influencers
(21%).
But
the
top
performers
have
a
different
view
–
they
will
be
more
focused
on
ideas
and
action
in
the
next
two
years.
Big-‐return
companies
crowdsource
new
products
(57%),
or
let
customers
participate
in
developing
ideas
-‐-‐
they
are
predicting
a
significant
portion
of
new
products
will
be
derived
from
social
engagement
insights.
• Fifty-‐nine
percent
of
executives/managers
interviewed
say
that
young
people,
as
employees
and
customers,
will
expect
and
value
engagement;
that’s
what
is
driving
their
engagement
plans.
Fifty-‐four
percent
say
that
customers’
expectations
of
social
engagement
are
driving
their
plans.
• In
order
for
companies
to
know
whether
their
investments
are
providing
returns,
appropriate
metrics
need
to
be
developed.
The
research
indicates
that
benchmarks
(33%)
and
key
performance
indicators
(30%)
will
be
the
top
approaches
for
measuring
social
engagement
in
the
next
two
years.
Today,
many
companies
are
2
3. depending
on
executive
intuition
(27%)
or
are
simply
not
measuring
impact
(28%).
“The
ability
to
measure
the
right
mix
of
socially
engaged
activities
has
let
us
create
an
economic
value
formula
for
what
organizations
can
and
should
invest
in,”
Gale
said.
PulsePoint
Group
will
discuss
the
study
in
more
detail
-‐
and
next
steps
for
executives
and
marketers
-‐
in
a
webinar
in
collaboration
with
BrightTALK,
on
Thursday,
April
19
at
1
p.m.
EDT.
Register
for
the
webinar
and
learn
more
about
The
Socially
Engaged
Enterprise
at:
http://www.sociallyengagedenterprise.com.
About
PulsePoint
Group
PulsePoint
Group
is
a
management
and
digital
consulting
firm
that
provides
insight,
strategy
development
and
strategic
execution
for
communications
and
marketing
management
challenges,
with
a
special
focus
on
social
and
digital
engagement.
PulsePoint
Group
specializes
in
C-‐suite
and
boardroom-‐level
consulting.
Combining
its
creativity
and
deep
experience
with
rigorous
research,
it
transforms
data
derived
from
cutting-‐edge
metrics
into
actionable
recommendations.
This
approach
has
made
it
a
trusted
advisor
to
many
of
the
Fortune
100.
http://www.pulsepointgroup.com.
###
3