The document provides an overview of the state of various departments in a local association. It summarizes achievements, inferences, and closing thoughts for each department. Key points include:
- Departments achieved raises, matches and realizations. Inferences note the need to improve quality, client relations, and partnerships. Closing thoughts emphasize increased focus on quality experience delivery.
- Departments achieved their visions through activities like raises, matches and realizations. Inferences identify areas for improvement like better CRM, tapping new markets. Closing thoughts recommend focusing on conversions.
- Finances overview expenses and income, with a net loss. Inferences note need to boost income from certain departments and improve deliveries.
This document appears to be an application booklet for annual awards given by AIESEC in Poland to local committees for the year 2013. It provides descriptions of various awards across different categories like general awards, functional awards, and area management awards. The awards recognize top performance, innovations, leadership, quality, reach expansion, cooperation, and financial sustainability in exchange programs and local committee operations. Local committees have to apply for most awards by answering questions relating to their performance and initiatives undertaken in the application period.
This annual report provides an overview of Avery Dennison's financial performance in 2004 as well as initiatives to drive future growth. Key points include:
- Net sales increased to over $5 billion, up 12% from 2003, while net income was $279.7 million.
- The company completed integration of a 2002 acquisition and expanded its retail information services business with a new acquisition.
- The Horizons growth program launched over 1,000 projects, generating millions in new revenue.
- Emerging markets represented 20% of sales and the company is investing in new technical centers and markets like China, India, and Russia.
The document summarizes an IIBA chapter kick-off meeting. It introduces Kevin Brennen, an IIBA vice president, and provides an overview of IIBA's vision, goals, and growth. It defines business analysis and discusses the Business Analysis Body of Knowledge and certification programs. It outlines the value of IIBA membership and chapters. It provides guidance on starting a new IIBA chapter, including completing necessary documents and petitions.
The document discusses establishing a chapter of The Indus Entrepreneurs (TiE) in Hong Kong, including an overview of TiE as a global non-profit focused on entrepreneurship, details on why Hong Kong would benefit from a TiE chapter given its growing economy and business environment, and next steps for forming a chapter such as obtaining approval from the TiE Global Board of Trustees and planning a launch event.
The Avengers film brings together superheroes from previous Marvel films as they unite to battle the villain Loki. At first, the heroes are reluctant to work as a team due to their large egos. However, they eventually put aside their differences to cooperate against Loki and his Chitauri alien army. The final battle features Captain America rescuing civilians, Black Widow engaging in acrobatic sabotage, Hawkeye using perfect archery skills, Iron Man flying through the air for attacks, and Thor demonstrating his power with Mjolnir. In the end, the heroes are able to successfully defeat Loki through their united effort.
The document discusses how the film The Avengers built a perfect team by bringing together alpha individuals like Iron Man, Thor, Captain America, Black Widow, Hulk, and Hawkeye. It explains that each character had their own strengths but also personality traits that could make teamwork difficult. The leader's main goal was to figure out how to get them to cooperate, support each other, and work as a unit to face their powerful enemy. The document outlines some important tips for building effective teams like understanding each member's skills, promoting creativity over conflicts, and openly discussing team strategies and norms.
The document contains quotes from various characters in The Avengers movie such as Iron Man, Bruce Banner, Captain America, Thor, Hawkeye, Black Widow, Loki, and Nick Fury. It summarizes the formation of the Avengers team to fight threats that individual superheroes could not withstand alone and defends Earth against alien invaders led by Loki.
Organisational behaviour on Iqbal the movieAmbarish Nigam
The film tells the story of Iqbal, a deaf and mute boy from a remote Indian village who dreams of playing cricket for India's national team, despite being discouraged by his father. Iqbal is passionate about cricket and aims to overcome his difficulties to fulfill his dream of becoming a cricketer. The film follows Iqbal as he works to prove himself and achieve his ambitions through his talent and determination.
This document appears to be an application booklet for annual awards given by AIESEC in Poland to local committees for the year 2013. It provides descriptions of various awards across different categories like general awards, functional awards, and area management awards. The awards recognize top performance, innovations, leadership, quality, reach expansion, cooperation, and financial sustainability in exchange programs and local committee operations. Local committees have to apply for most awards by answering questions relating to their performance and initiatives undertaken in the application period.
This annual report provides an overview of Avery Dennison's financial performance in 2004 as well as initiatives to drive future growth. Key points include:
- Net sales increased to over $5 billion, up 12% from 2003, while net income was $279.7 million.
- The company completed integration of a 2002 acquisition and expanded its retail information services business with a new acquisition.
- The Horizons growth program launched over 1,000 projects, generating millions in new revenue.
- Emerging markets represented 20% of sales and the company is investing in new technical centers and markets like China, India, and Russia.
The document summarizes an IIBA chapter kick-off meeting. It introduces Kevin Brennen, an IIBA vice president, and provides an overview of IIBA's vision, goals, and growth. It defines business analysis and discusses the Business Analysis Body of Knowledge and certification programs. It outlines the value of IIBA membership and chapters. It provides guidance on starting a new IIBA chapter, including completing necessary documents and petitions.
The document discusses establishing a chapter of The Indus Entrepreneurs (TiE) in Hong Kong, including an overview of TiE as a global non-profit focused on entrepreneurship, details on why Hong Kong would benefit from a TiE chapter given its growing economy and business environment, and next steps for forming a chapter such as obtaining approval from the TiE Global Board of Trustees and planning a launch event.
The Avengers film brings together superheroes from previous Marvel films as they unite to battle the villain Loki. At first, the heroes are reluctant to work as a team due to their large egos. However, they eventually put aside their differences to cooperate against Loki and his Chitauri alien army. The final battle features Captain America rescuing civilians, Black Widow engaging in acrobatic sabotage, Hawkeye using perfect archery skills, Iron Man flying through the air for attacks, and Thor demonstrating his power with Mjolnir. In the end, the heroes are able to successfully defeat Loki through their united effort.
The document discusses how the film The Avengers built a perfect team by bringing together alpha individuals like Iron Man, Thor, Captain America, Black Widow, Hulk, and Hawkeye. It explains that each character had their own strengths but also personality traits that could make teamwork difficult. The leader's main goal was to figure out how to get them to cooperate, support each other, and work as a unit to face their powerful enemy. The document outlines some important tips for building effective teams like understanding each member's skills, promoting creativity over conflicts, and openly discussing team strategies and norms.
The document contains quotes from various characters in The Avengers movie such as Iron Man, Bruce Banner, Captain America, Thor, Hawkeye, Black Widow, Loki, and Nick Fury. It summarizes the formation of the Avengers team to fight threats that individual superheroes could not withstand alone and defends Earth against alien invaders led by Loki.
Organisational behaviour on Iqbal the movieAmbarish Nigam
The film tells the story of Iqbal, a deaf and mute boy from a remote Indian village who dreams of playing cricket for India's national team, despite being discouraged by his father. Iqbal is passionate about cricket and aims to overcome his difficulties to fulfill his dream of becoming a cricketer. The film follows Iqbal as he works to prove himself and achieve his ambitions through his talent and determination.
Avengers: Age of Ultron was filmed in 5 countries and had an enormous budget of $250 million. It starred Robert Downey Jr., Chris Hemsworth, Mark Ruffalo, Chris Evans, Scarlett Johansson, and James Spader as Ultron. The film was a box office success, grossing over $1.4 billion worldwide. Reviews praised the action scenes and villain Ultron, though some felt it didn't live up to the first Avengers film. Extensive marketing including early teaser trailers, promotional events, social media campaigns, and merchandise helped drive its financial success.
Myth mash up the Avengers compared to mythological gods and heroesMaureen Herring
This document provides an analysis of the Avengers characters through an archetypal lens, mapping each hero to a mythological figure. Nick Fury is compared to mentors like Horus and Odin. The Hulk mirrors the shapeshifter Enkidu from Gilgamesh and Hercules. Iron Man is likened to inventors like Lugh, Daedalus and Hephaestus. Captain America shares traits with heroes like Perseus and Rama. Thor fights dragons like Zeus, Marduk and Indra. Hawkeye's skills echo Hou Yi and Apollo. Black Widow parallels warriors Mulan, Artemis and Lagertha. Loki embodies tricksters like Hey
The document describes the origins and abilities of the Avengers characters - Iron Man, Thor, Captain America, Hulk, Black Widow, and Hawkeye. It then discusses the villains Loki and Thanos, and how Loki leads an army of Chitauri to attack New York City. This forces Nick Fury to reactivate the Avengers Initiative. The Avengers work to stop Loki's plan and protect New York from the invading aliens.
The document summarizes the autobiography "The Race of My Life" by Milkha Singh. It describes how the book tells the inspirational story of Milkha Singh's life, from his childhood in a village in India that became part of Pakistan during partition, to his success as a runner which earned him the nickname "The Flying Sikh." The autobiography illustrates themes of resilience, hard work, and never giving up in the face of challenges as the keys to Milkha Singh's motivation and achieving his goals.
Taken from Wikipedia:
Bhaag Milkha Bhaag (English: Run Milkha Run) is a 2013 Indian biographical sports film based on the life of "The Flying Sikh" Milkha Singh, an Indian athlete who was a national champion runner and an Olympian.
The film has been produced and directed by Rakeysh Omprakash Mehra on a script written by Prasoon Joshi, with sports action by Rob Miller of ReelSports. The film stars Farhan Akhtar, Sonam Kapoor, Divya Dutta, Pavan Malhotra and Yograj Singh.
Released in mid-2013, the film gathered a highly positive response from critics, and performed exceptionally well at the box office, eventually being declared a super hit domestically and hit overseas.Bhaag Milkha Bhaag is currently the second highest grossing Bollywood film of 2013 in India.Bhaag Milkha Bhaag became the 21st film to enter the coveted Bollywood 100 Crore Club.
1) To be successful, one must set goals and have a plan to achieve them. Do not quit when facing problems, as overcoming struggles makes one stronger.
2) It is important to do all tasks in the proper sequence and systematically to ensure success. Prioritizing tasks saves time and helps one achieve targets.
3) Creating a strategy is key to easily achieving goals. It prepares a clear path.
4) Having determination and making decisions helps one perform better and achieve objectives by navigating difficult situations. Love also motivates and enhances one's performance.
The document provides a quarterly update on the SONA iGCDP program performance. It summarizes that while the program saw 70% growth in experiences delivered from 2010-2012, experience quality remains a concern. Financial sustainability is also an issue, as only 5 of 19 local chapters are self-sufficient. The top performing chapters are Delhi University for quality delivery and AIESEC Hyderabad for financial sustainability and quality delivery. Moving forward the program aims to improve experience quality by increasing standardized job roles and the client to intern ratio.
Financial statements analysis of Infosys annual report 2007-08Rahul Kejriwal
Infosys is an Indian multinational corporation that provides business consulting, information technology and outsourcing services. It has over 52 global development centers and received close to 1 million job applications in a year, selecting only 2.3% of applicants. Key factors for Infosys's growth include its global delivery model, superior quality, innovation and leadership. Factors critical for continued growth are effective integration of onsite and offshore work, increasing the depth and breadth of services offered, and making strategic investments in human resources and infrastructure.
The document discusses strategies for converting strategy into value through successful implementation. It provides examples of how measuring key metrics can help quantify the value added by HR initiatives in areas like retention, recruiting, staffing solutions, and compensation. Tracking metrics like attrition rates, cost per hire, time to hire, contractor loading, and compensation equity allows demonstrating the financial impact of HR strategies and value added to the business.
Collaborative company overview 12.23.2012BillFotsch
The document describes a company called Collaborative Company that aims to inspire great business performance through collaboration. It summarizes the company's mission to dramatically increase value for shareholders, employees, and customers. It then provides examples of successful collaborations with various companies that increased profits and production. The document outlines Collaborative Company's services, which include performance management support, sales/marketing support, and strategic planning to help clients improve results through collaboration.
Collaborative Overview and Case Study ResultsBillFotsch
The document describes a company called Collaborative Company that aims to inspire great business performance through collaboration. It summarizes the company's mission to increase value for shareholders, employees, and customers. It then provides examples of successful collaborations with various companies that increased profits and production. The document outlines Collaborative Company's services, which include performance management support, sales/marketing support, and strategic planning to help clients improve results through collaboration.
The document discusses economic development efforts in Virginia at the local, regional, and state levels.
At the local level, communities need economic development strategies and goals, prepared industrial sites, and resources to attract businesses. Regionally, areas need to work together on workforce, transportation, education and marketing due to businesses viewing regions collectively. The state level organization, VEDP, coordinates statewide outreach, serves existing companies, and links partners to solve business needs. Success requires collaboration across all levels of government and private sector partners.
This document discusses strategies for local institutional review boards (IRBs) to consider commercializing their operations in response to industry consolidation trends. It begins by outlining implications of consolidation, including potential loss of relevance and access to sponsored research for local IRBs. The document then covers topics like conducting a SWOT analysis, understanding Porter's three strategies of cost leadership, differentiation and focus, and calculating net present value to analyze alternative operational models. It provides a case study comparing costs of outsourcing IRB functions versus creating a revenue stream to offset costs. The document emphasizes the need for local IRBs to strategically approach costs and partnerships to remain viable in a changing industry landscape.
Standard Bank Group reported its financial results for fiscal year 2019. While the global and South African operating environments were challenging, the bank delivered a resilient performance driven by its diversified business franchises across South Africa and other African markets. Banking headline earnings increased 5% to R27.2 billion, supported by loan growth of 8% and deposit growth of 9%. Net interest income grew 6% despite margin compression, while non-interest revenue grew 4% due to higher trading revenues and bancassurance income. Costs were well-managed with a 4% increase. Credit impairments increased 23% but remained within expectations.
This document discusses how regions can transform their workforce to succeed in the emerging "grandchildren's economy." It argues that the approaches used in the past, such as vertical business models, will not work and that new strategies are needed. One such strategy presented is "Strategic Doing," which provides discipline to transform regions by focusing efforts, requiring collaboration, and taking flexible, opportunistic approaches. The document also outlines the funding program of the North Central Indiana Opportunity Fund, which provides exploratory, demonstration, and implementation grants to innovative, regional ideas that leverage assets and are sustainable.
Shubhankar and Moiz presented their targets and plans as Vice Presidents of the Corporate Sector for AIESEC Hyderabad in 2013-2014. Shubhankar's targets were 100 raises, 90 matches, and 88 realizations, while Moiz's targets were 102 raises, 71 matches, and 60 realizations. They then broke these down on a quarterly and monthly basis. Their presentation focused on quality exchanges, stakeholder engagement, learning networks, and other initiatives to meet their targets over the year.
Larsen and Toubro is one of India's largest companies founded in 1938 by two Danish engineers. It has over 35,000 employees and annual revenue of $8.5 billion. Its engineering and construction division ranks among the top global contractors. While its order book grew 30% in 2010-2011, net sales increased 19% and EBITDA grew 17% indicating better profitability. The company aims to further expand its operations in areas like metro, port and power projects as well as roads and other infrastructure opportunities.
A look into the future economic future and vision of Currituck County, North Carolina, specifically on tourism, growth, and what Currituck County presents for visitors and businesses.
This document summarizes a webinar hosted by Occupier Services on May 14th discussing strategies for leading occupiers in the "new normal". The webinar featured a panel of real estate executives from Nokia, Nestle, ServiceNow and PepsiCo discussing topics like portfolio management, transaction strategies and workplace strategies in light of COVID-19. Survey results were presented showing most occupiers anticipate a decrease in future office space needs and a preference among employees to work from home at least one day a week going forward. The webinar provided insights into how large occupiers are adapting their real estate strategies in response to the pandemic.
Financial Management for Mature Organizations4Good.org
The document discusses financial management for mature non-profit organizations. It outlines key indicators that a financial infrastructure has not matured, such as being primarily transactional rather than analytical or strategic. It recommends turning the finance function "outside in" by engaging finance in analytical and strategic projects like financial modeling, growth planning, and capitalization planning. An example is provided of financial modeling done for an arts non-profit to examine program expenses and profitability to support expansion planning.
Avengers: Age of Ultron was filmed in 5 countries and had an enormous budget of $250 million. It starred Robert Downey Jr., Chris Hemsworth, Mark Ruffalo, Chris Evans, Scarlett Johansson, and James Spader as Ultron. The film was a box office success, grossing over $1.4 billion worldwide. Reviews praised the action scenes and villain Ultron, though some felt it didn't live up to the first Avengers film. Extensive marketing including early teaser trailers, promotional events, social media campaigns, and merchandise helped drive its financial success.
Myth mash up the Avengers compared to mythological gods and heroesMaureen Herring
This document provides an analysis of the Avengers characters through an archetypal lens, mapping each hero to a mythological figure. Nick Fury is compared to mentors like Horus and Odin. The Hulk mirrors the shapeshifter Enkidu from Gilgamesh and Hercules. Iron Man is likened to inventors like Lugh, Daedalus and Hephaestus. Captain America shares traits with heroes like Perseus and Rama. Thor fights dragons like Zeus, Marduk and Indra. Hawkeye's skills echo Hou Yi and Apollo. Black Widow parallels warriors Mulan, Artemis and Lagertha. Loki embodies tricksters like Hey
The document describes the origins and abilities of the Avengers characters - Iron Man, Thor, Captain America, Hulk, Black Widow, and Hawkeye. It then discusses the villains Loki and Thanos, and how Loki leads an army of Chitauri to attack New York City. This forces Nick Fury to reactivate the Avengers Initiative. The Avengers work to stop Loki's plan and protect New York from the invading aliens.
The document summarizes the autobiography "The Race of My Life" by Milkha Singh. It describes how the book tells the inspirational story of Milkha Singh's life, from his childhood in a village in India that became part of Pakistan during partition, to his success as a runner which earned him the nickname "The Flying Sikh." The autobiography illustrates themes of resilience, hard work, and never giving up in the face of challenges as the keys to Milkha Singh's motivation and achieving his goals.
Taken from Wikipedia:
Bhaag Milkha Bhaag (English: Run Milkha Run) is a 2013 Indian biographical sports film based on the life of "The Flying Sikh" Milkha Singh, an Indian athlete who was a national champion runner and an Olympian.
The film has been produced and directed by Rakeysh Omprakash Mehra on a script written by Prasoon Joshi, with sports action by Rob Miller of ReelSports. The film stars Farhan Akhtar, Sonam Kapoor, Divya Dutta, Pavan Malhotra and Yograj Singh.
Released in mid-2013, the film gathered a highly positive response from critics, and performed exceptionally well at the box office, eventually being declared a super hit domestically and hit overseas.Bhaag Milkha Bhaag is currently the second highest grossing Bollywood film of 2013 in India.Bhaag Milkha Bhaag became the 21st film to enter the coveted Bollywood 100 Crore Club.
1) To be successful, one must set goals and have a plan to achieve them. Do not quit when facing problems, as overcoming struggles makes one stronger.
2) It is important to do all tasks in the proper sequence and systematically to ensure success. Prioritizing tasks saves time and helps one achieve targets.
3) Creating a strategy is key to easily achieving goals. It prepares a clear path.
4) Having determination and making decisions helps one perform better and achieve objectives by navigating difficult situations. Love also motivates and enhances one's performance.
The document provides a quarterly update on the SONA iGCDP program performance. It summarizes that while the program saw 70% growth in experiences delivered from 2010-2012, experience quality remains a concern. Financial sustainability is also an issue, as only 5 of 19 local chapters are self-sufficient. The top performing chapters are Delhi University for quality delivery and AIESEC Hyderabad for financial sustainability and quality delivery. Moving forward the program aims to improve experience quality by increasing standardized job roles and the client to intern ratio.
Financial statements analysis of Infosys annual report 2007-08Rahul Kejriwal
Infosys is an Indian multinational corporation that provides business consulting, information technology and outsourcing services. It has over 52 global development centers and received close to 1 million job applications in a year, selecting only 2.3% of applicants. Key factors for Infosys's growth include its global delivery model, superior quality, innovation and leadership. Factors critical for continued growth are effective integration of onsite and offshore work, increasing the depth and breadth of services offered, and making strategic investments in human resources and infrastructure.
The document discusses strategies for converting strategy into value through successful implementation. It provides examples of how measuring key metrics can help quantify the value added by HR initiatives in areas like retention, recruiting, staffing solutions, and compensation. Tracking metrics like attrition rates, cost per hire, time to hire, contractor loading, and compensation equity allows demonstrating the financial impact of HR strategies and value added to the business.
Collaborative company overview 12.23.2012BillFotsch
The document describes a company called Collaborative Company that aims to inspire great business performance through collaboration. It summarizes the company's mission to dramatically increase value for shareholders, employees, and customers. It then provides examples of successful collaborations with various companies that increased profits and production. The document outlines Collaborative Company's services, which include performance management support, sales/marketing support, and strategic planning to help clients improve results through collaboration.
Collaborative Overview and Case Study ResultsBillFotsch
The document describes a company called Collaborative Company that aims to inspire great business performance through collaboration. It summarizes the company's mission to increase value for shareholders, employees, and customers. It then provides examples of successful collaborations with various companies that increased profits and production. The document outlines Collaborative Company's services, which include performance management support, sales/marketing support, and strategic planning to help clients improve results through collaboration.
The document discusses economic development efforts in Virginia at the local, regional, and state levels.
At the local level, communities need economic development strategies and goals, prepared industrial sites, and resources to attract businesses. Regionally, areas need to work together on workforce, transportation, education and marketing due to businesses viewing regions collectively. The state level organization, VEDP, coordinates statewide outreach, serves existing companies, and links partners to solve business needs. Success requires collaboration across all levels of government and private sector partners.
This document discusses strategies for local institutional review boards (IRBs) to consider commercializing their operations in response to industry consolidation trends. It begins by outlining implications of consolidation, including potential loss of relevance and access to sponsored research for local IRBs. The document then covers topics like conducting a SWOT analysis, understanding Porter's three strategies of cost leadership, differentiation and focus, and calculating net present value to analyze alternative operational models. It provides a case study comparing costs of outsourcing IRB functions versus creating a revenue stream to offset costs. The document emphasizes the need for local IRBs to strategically approach costs and partnerships to remain viable in a changing industry landscape.
Standard Bank Group reported its financial results for fiscal year 2019. While the global and South African operating environments were challenging, the bank delivered a resilient performance driven by its diversified business franchises across South Africa and other African markets. Banking headline earnings increased 5% to R27.2 billion, supported by loan growth of 8% and deposit growth of 9%. Net interest income grew 6% despite margin compression, while non-interest revenue grew 4% due to higher trading revenues and bancassurance income. Costs were well-managed with a 4% increase. Credit impairments increased 23% but remained within expectations.
This document discusses how regions can transform their workforce to succeed in the emerging "grandchildren's economy." It argues that the approaches used in the past, such as vertical business models, will not work and that new strategies are needed. One such strategy presented is "Strategic Doing," which provides discipline to transform regions by focusing efforts, requiring collaboration, and taking flexible, opportunistic approaches. The document also outlines the funding program of the North Central Indiana Opportunity Fund, which provides exploratory, demonstration, and implementation grants to innovative, regional ideas that leverage assets and are sustainable.
Shubhankar and Moiz presented their targets and plans as Vice Presidents of the Corporate Sector for AIESEC Hyderabad in 2013-2014. Shubhankar's targets were 100 raises, 90 matches, and 88 realizations, while Moiz's targets were 102 raises, 71 matches, and 60 realizations. They then broke these down on a quarterly and monthly basis. Their presentation focused on quality exchanges, stakeholder engagement, learning networks, and other initiatives to meet their targets over the year.
Larsen and Toubro is one of India's largest companies founded in 1938 by two Danish engineers. It has over 35,000 employees and annual revenue of $8.5 billion. Its engineering and construction division ranks among the top global contractors. While its order book grew 30% in 2010-2011, net sales increased 19% and EBITDA grew 17% indicating better profitability. The company aims to further expand its operations in areas like metro, port and power projects as well as roads and other infrastructure opportunities.
A look into the future economic future and vision of Currituck County, North Carolina, specifically on tourism, growth, and what Currituck County presents for visitors and businesses.
This document summarizes a webinar hosted by Occupier Services on May 14th discussing strategies for leading occupiers in the "new normal". The webinar featured a panel of real estate executives from Nokia, Nestle, ServiceNow and PepsiCo discussing topics like portfolio management, transaction strategies and workplace strategies in light of COVID-19. Survey results were presented showing most occupiers anticipate a decrease in future office space needs and a preference among employees to work from home at least one day a week going forward. The webinar provided insights into how large occupiers are adapting their real estate strategies in response to the pandemic.
Financial Management for Mature Organizations4Good.org
The document discusses financial management for mature non-profit organizations. It outlines key indicators that a financial infrastructure has not matured, such as being primarily transactional rather than analytical or strategic. It recommends turning the finance function "outside in" by engaging finance in analytical and strategic projects like financial modeling, growth planning, and capitalization planning. An example is provided of financial modeling done for an arts non-profit to examine program expenses and profitability to support expansion planning.
The document summarizes a fundraising platform called Booster Pro that aims to help non-profit organizations raise more revenue. It provides a comprehensive integrated platform that allows organizations to manage clubs, conduct online fundraising campaigns, and sell merchandise through an online store. While still pre-revenue, Booster Pro has signed up over 70 organizations so far and plans to expand its team and offerings. The platform generates revenue through monthly subscription fees and transaction fees on merchandise sales.
Frederic Arrouays, CFO Emerging Markets at SAP - The Finance transformation a...Global Business Events
The document discusses the finance transformation at SAP and what constitutes the "new normal" for finance departments. It outlines increased pressures from economic challenges, regulation, disruptive technology, and globalization that require finance to improve strategy and performance management, risk compliance, and efficiency. SAP's objectives are to increase customer success, foster employee motivation, deliver on a growth objective of 20 billion euros in revenue by 2015, and achieve a 35% non-IFRS operating margin. It describes initiatives across customer centricity, operational excellence, and people to help SAP achieve these goals.
The document discusses various strategies for tax optimization and strategic planning for a company. It identifies key areas like international tax planning, managing expenses, research and development, and leveraging capital investments to create strategic assets that can help optimize taxes and plan for future growth locally and globally. It also emphasizes the importance of compliance, corporate governance and effective tax planning with the right perceptions to manage risks.
Robert Koven Leonis Partners 1st Quarter 2018 IT Services AnalysisRobert Koven
LEONIS CREDENTIALS & SERVICES
▪ Leonis solely focuses on providing M&A and Growth Capital advisory services to both high-growth and well- established technology and technology services companies
▪ Leonis core areas of focus include:
▪ Sell-side M&A: represent companies looking to be acquired by a strategic or go through a fulsome liquidity event with a financial sponsor
▪ Capital Raises:
• Majority Equity Raises: Recapitalizations from private equity & growth equity firms who understand the sector and will be able to partner with management to inject capital and provide expertise to maximize the company’s growth
• Minority Equity Raises: Equity investments from private equity and strategic partners who bring capital and market expertise to bear
▪ Retained Advisory Services: strategic guidance to assist management in maximizing firm value ahead of a potential liquidity event, as well as manage inbound offers and solicitations
FIRM OVERVIEW
▪ Bankers with over 50 years of combined experience in bulge bracket Wall Street firms and Middle Market
▪ Team has executed over 105 M&A, restructuring and capital raising deals with cumulative transaction values over $170 billion
▪ Team executed eight deals in the last twelve months with an 85% close rate
▪ Deep knowledge of strategic and financial buyers with a proprietary database of more than 4,200 private equity investors and 1,800 strategic acquirers
▪ Team with experience advising, operating and investing in businesses within the firm’s core areas provides an unbiased view of how “the other side” will look at a deal
Podio allows for the creation of separate workspaces for different departments, where administrators can add applications and manage users within each workspace. It provides features like an activity stream, messaging, task management, calendars, and file sharing similar to Facebook. Individual workspaces on Podio cannot be connected to each other, but users can belong to multiple workspaces.
This document provides tips for being an "email ninja". It recommends getting a professional email address and avoiding all capital letters, using proper punctuation, and including a greeting and signature. It also discusses using Gmail's spam filters, undo send, labels, and filters features as well as Google Calendar for scheduling. Finally, it mentions the to-do list app Wunderlist for task management across devices.
This document outlines the responsibilities and focus areas of the VP of Internal Management position. The VP will be responsible for designing internal communication channels, managing organizational culture, overseeing IT resources, supporting a knowledge management project, and creating and monitoring process implementation and optimization. Specific deliverables include providing information to the local committee, establishing KM procedures, mapping and optimizing processes, and providing IT and internal management support. Key focus areas for 2013 include knowledge management, process optimization, internal communication culture, and phases modification for the first quarter.
Aiesec india information management principlesSatpreet Rajpal
The document outlines the information management principles for AIESEC India. It states that all local committees have access and rights to use the national information system, which comprises MYAIESEC.NET and PODIO as its main tools. The principles define that local committees must properly implement and encourage responsible use of the national systems. They also must provide education and support for users. Any local committee interested in developing new tools must follow the outlined process, submitting details of the proposed tool to be reviewed.
The 2-month plan aims to increase leadership experiences and build financial sustainability for 2013. Priorities include boosting ELD programs, clearing debt, and maximizing market capitalization. Key targets are initiating 5 companies for CSG, securing in-kind sponsorships for events like SJSD and Impact Week, and organizing a social event in January. The plan expects to generate over 500,000 INR in income through various events and programs while synergizing with departments like GCDP, Marketing, and OGIP. The promise is to leave the LC debt free while increasing ELD experiences.
The document discusses different reasons for wanting to learn how to dance move called the "dougie", including to impress romantic partners, improve one's image, live a "thug life" lifestyle, earn money, ensure stakeholder satisfaction, or drive engagement at events. It also provides tips on how to properly execute the dance move and things to avoid when doing so.
AIESEC connects students and recent graduates from around the world through internships and leadership programs to help them develop both professionally and personally. Participants gain international experience, cross-cultural skills, and leadership abilities through hands-on work with local companies and communities abroad. The goal is to help young people discover their potential to be global leaders and make a positive impact.
The document discusses expanding into new cities and universities in order to work towards big goals and challenges. It argues that without taking risks and walking over the edge, people cannot grow to their full potential. It then asks several questions about how to make expansions successful by developing membership, programs, and brand presence in new areas, as well as the roles of parent leadership councils and leveraging opportunities they provide.
The document outlines a 2 month plan for the iGCDP commission focusing on strengthening department culture, processes, and intern delivery through various events and initiatives while building the AIESEC brand and creating positive social impact, with targets for raises, matches, and realizations as well as budgets and synergies across different areas of the local committee. Key events include an HIV awareness event on World AIDS Day, an HIV expo and rally, college seminars, and a joint event with Rotary.
The document discusses customer relationship management (CRM) and its importance for maintaining long-term relationships with customers. It notes that CRM aims for customer satisfaction by identifying customers, understanding why maintaining relationships is important for credibility and partnerships, and providing guidelines for effective CRM through practices like setting expectations, delivering on commitments, regular communication, feedback, tracking, and going above and beyond for customers. It then provides a sample CRM tool tracking various organizations, contacts, meetings, outputs, follow-ups, requirements, statuses, and comments.
Our collaborative environment empowers members to create a positive impact on society through high quality internship experiences. However, some members' experiences did not match the promised job descriptions or learning opportunities. A quality experience involves clear job preparation, accurate descriptions, a supportive learning environment, and fulfilling promises made to interns. Addressing complaints about unmet expectations could improve future experiences.
The document outlines the goals and objectives of the AIESEC Pune November Local Conference in 2012. The goals were to make AIESEC in Goa financially stable and have a good culture through implementing good processes, clearing debt, and delivering programs efficiently. The objectives of the conference were to develop members, review performance, find members' purpose, and conduct operational planning and training to lead to successful programs in December and January.
The document contains questions for an interview focused on the interviewee's involvement with AIESEC, an international student organization, and their goals and vision. Specifically, it asks about why they joined, how they contribute to their local committee and want to grow involvement nationally and internationally through exchanges and leadership roles to make the most of AIESEC's global network.
The document outlines 7 habits of highly effective people: 1) Be proactive by choosing your response rather than reacting to stimuli. 2) Begin with the end in mind by defining goals and plans. 3) Do first things first by prioritizing important tasks over urgent ones. 4) Think win-win by finding solutions where all parties benefit. 5) Seek first to understand others before being understood. 6) Synergize by combining efforts for greater effect than individual work alone. 7) Sharpen the saw through continuous self-improvement and learning.
The document outlines a proposed organizational structure for an evolving organization with strategic and operational boards and various vice presidents and directors overseeing units like undergraduate and international relations, innovation, finance, marketing, and expansions. It questions if large class sizes of 1000 people can be effectively managed and introduces the concept of evolution to improve organizational management at scale.
This document discusses the concept of "your why" and provides templates for setting short-term and long-term goals within an organization. It also examines how organizations can achieve ambitions even when facing constraints like high turnover, limited experience, and short organizational memory. Specifically, it notes that AIESEC has been successful by focusing on continuously improving existing high-quality programs, redesigning initiatives to develop leadership skills, and evolving collaborative experiences that emphasize quality for individuals.
AIESEC is a global, non-political, independent, not-for-profit organization run by students and recent graduates that focuses on leadership development and international internships. Its vision is the peace and fulfillment of humankind's potential. AIESEC provides integrated development experiences for its members through leadership opportunities, international internships, and participation in a global learning environment to enable young people to explore and develop their leadership potential and have a positive social impact. The core values that guide AIESEC include diversity and inclusion, positive social contribution, empathy, innovation, quality, and team spirit.
3. VISION
To create social relevance through sustainable
quality experiences.
State of Local Association
4. ACHIEVEMENTS
• Raise- 481
• Match-173
• Realizations-195
• Fixing quality complaints.
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5. INFERENCES
• Client relations integral part of project
delivery.
• Increase in emphasis on quality important for
increasing efficiency of experience delivery
• Partnerships with Companies for Projects
must be delivered better
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6. CLOSING THOUGHTS
• Increased focus must be placed on quality
experience delivery.
• More LC involvement in delivery.
• Making trainee management a behavior not
an activity.
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10. Key Inferences
• Enough forms on the system to shift focus to matching.
• Member contribution is a necessity.
• Need to focus on collaborations with external organizations.
• Need better IR.
• Need better IM processes.
• Need a CRM Tool in place for efficient delivery to clients.
• Need to capitalize on the market present in the city.
• Need to match all current forms within the next week for December realizations.
• Need to raise only match able forms.
• Stats show good scope for growth in pipeline.
• Experience Delivery needs to be a focus area in December, considering it is a peak
realization cycle.
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11. Closing Thoughts
• Contribution from members is a necessity.
• Learning Networks can drive growth in iGIP.
• External Collaborations can help in market capitalization.
• Should look at showing presence in all corporate events.
• Need to work as a team for more productivity.
• Need to act fast for capitalizing on current supply.
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13. Vision
• “A step to attain higher grounds in
International Education and Cultural Tolerance
within the students, to challenge their
worldview, promote peace and diversity”
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14. Achievements
• Raises – 55
• Matches – 30
• Realizations – 29
• Delivered good experiences.
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15. Inferences
• Better CRM
• Clients are split in GIP and GCDP
• Department Culture
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16. Closing Thoughts
• Focusing on raising and matching.
• Raising with clients outside Pune.
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19. Activity
• Raises- 40
• Matches- 6 [Total 11 in the Year]
• Realizations- 6
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20. Inferences
• Good Department culture and activity level.
• One of the maximum revenue generating departments of the LC!!
• Focus needs to be more on conversion.
• Focus on LNs to ensure raising and delivery.
• Need to focus on LC-LC partnerships .
• Alumni Market needs to be tapped.
• ET/IT Ep's are the best for 2012.
• Need to focus on University Relations.
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21. Closing Thoughts
• Focus on LNs to convert from Raises to
Realizations.
• There is a High Demand of IT and ET pool from
Pune.
• Currently 5th in the Network!!
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25. INFERENCES
• The market has to be approached college
wise.
• Rock solid research
• Matching needs to prompt
• Approach the end step by step
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26. CLOSING THOUGHTS
oGCDP drives through long term processes.
To drive it in any university a structured planned
is to be followed.
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33. VISION
To be the backbone that supports and drives
every ELD programme in the LC.
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34. ACHIEVEMENTS
• Highest EwA in the national network
• 12 GIPi raises, Over 25 OGX raises
• Most Successful Recruitment
• Establishment of media relations
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35. INFERENCES
• Strong synergy with every department needs
to be established in order to ensure fruitful
conversion of efforts.
• Focus needs to be shifted towards
programmes.
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36. CLOSING THOUGHTS
• Focus in the next year needs to be on
converting EwA to ELD.
• Marketing needs to evolve as a function that
emphasizes on growth of programmes.
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43. EXPENSES 1027395 INCOME 924282.17
How has the year been
Global Student Exchange Program 639650 Global Student Exchange Program 617585
Incoming GIP 262800 Incoming GIP 90100
Outgoing GIP 3000 Outgoing GIP 88000
Incoming GCDP 372850 Incoming GCDP 270285
Outgoing GCDP 1000 Outgoing GCDP 169200
NEP Expense 0 NEP Expense 0
Support Expense 340745 Support Income 193600
Promotion & Marketing 50400 Funds 108400
Human Resources 110360 Events 85200
Administration 179985 Financial Income 897.17
Financial Expense 0 Interest on FDs 0
Bank Charges 0 Interest on Bank Account 897.17
Misc Expense 14800 Misc Income 63200
Conferences 3000 Conferences 0
Others 11800 Others 63200
Expansion Expense 32200 Expansion Income 49000
Exchange Expense 0 Exchange Income 49000
Support Expense 32200 Support Income 0
Gross Profit c/o -103112.83
924282.17
Nett Profit -103112.83 -103112.83
Total -103112.83 Total -103112.83
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44. Current Debt
MC Recon : ` 6,28,500
ASD Venue : ` 1,05,00
Internal Debt : ` 78,500
Receivables
MC : ` 1,80,000 – ` 2,00,000
Trainee Rent : ` 30,000
Bank Balance : ` 81,300
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46. INFERENCES
` ICX Departments have not been financially
sustainable
` iGIP has to boost their income
` We need to work on Delivery! Major Financial
losses on Trainee cases
` Structured base needs to be set for iGCDP
Income through maintenance
` Huge amount of Receivable from the MC
State of Local Association