Customer Advisory Board - Core Competencies of a World Class CABCustomer Advisory
Understand the core competencies required to build a world-class Customer Advisory Board. Based on research conducted by the CustomerAdvisoryBoard.org industry association http://www.customeradvisoryboard.org/
Why Customer Advisory Boards are a Business Imperative TodayRob Jensen
Customer or partner advisory boards can significantly help organizations gather insights into its corporate strategies and product direction. Join this insightful and educational webinar to learn how such an advisory council can bring tremendous value to your company.
July 2017: NEW UPDATED CAB WEBSITE: www.cabstrategy.com. Here you'll find many more CAB best practices!
Customer advisory boards are rapidly becoming a standard part of a company's marketing program. CAB meetings allow your executives to meet with a dozen or more of your most important customer decision makers. But not all CAB meetings are successful. A few of the secrets to positioning your CAB for success are shared in this mini-deck.
You can also learn more in my 2-volume set of books: The Flipchart Guide to Customer Advisory Boards and on my CAB blog: http://customeradvisoryboards.wordpress.com.
HOW to Best Run a Customer Advisory Board: 10 Tips for Creating a World-Class...Rob Jensen
HOW to Best Run a Customer Advisory Board: 10 Tips for Creating a World-Class CAB Program
A well-run customer advisory board is the ideal method for validating corporate strategies, gathering input on product development, and deepening relationships with key customers.
The presentation focuses on how to run a world-class customer advisory program:
• Design an advisory program – target members, goals, topics
• Effectively recruit members
• Build an advisory board charter document
• Onboard members – discovery interviews on top-of-mind topics
• Build a meeting agenda
• Sustain board momentum between calls and meetings
This presentation was created by Ignite Advisory Group, the world’s #1 advisory board consulting firm, and also Innovation Games, which helps organizations innovate through collaborative, social, and serious business games.
The CustomerLoop Customer Advisory Board modelChristine Nolan
Customer Advisory Board success is dependent on driving value for both the company and customers. This presentation shares strategies, a process and tips for success.
Customer Advisory Board - Core Competencies of a World Class CABCustomer Advisory
Understand the core competencies required to build a world-class Customer Advisory Board. Based on research conducted by the CustomerAdvisoryBoard.org industry association http://www.customeradvisoryboard.org/
Why Customer Advisory Boards are a Business Imperative TodayRob Jensen
Customer or partner advisory boards can significantly help organizations gather insights into its corporate strategies and product direction. Join this insightful and educational webinar to learn how such an advisory council can bring tremendous value to your company.
July 2017: NEW UPDATED CAB WEBSITE: www.cabstrategy.com. Here you'll find many more CAB best practices!
Customer advisory boards are rapidly becoming a standard part of a company's marketing program. CAB meetings allow your executives to meet with a dozen or more of your most important customer decision makers. But not all CAB meetings are successful. A few of the secrets to positioning your CAB for success are shared in this mini-deck.
You can also learn more in my 2-volume set of books: The Flipchart Guide to Customer Advisory Boards and on my CAB blog: http://customeradvisoryboards.wordpress.com.
HOW to Best Run a Customer Advisory Board: 10 Tips for Creating a World-Class...Rob Jensen
HOW to Best Run a Customer Advisory Board: 10 Tips for Creating a World-Class CAB Program
A well-run customer advisory board is the ideal method for validating corporate strategies, gathering input on product development, and deepening relationships with key customers.
The presentation focuses on how to run a world-class customer advisory program:
• Design an advisory program – target members, goals, topics
• Effectively recruit members
• Build an advisory board charter document
• Onboard members – discovery interviews on top-of-mind topics
• Build a meeting agenda
• Sustain board momentum between calls and meetings
This presentation was created by Ignite Advisory Group, the world’s #1 advisory board consulting firm, and also Innovation Games, which helps organizations innovate through collaborative, social, and serious business games.
The CustomerLoop Customer Advisory Board modelChristine Nolan
Customer Advisory Board success is dependent on driving value for both the company and customers. This presentation shares strategies, a process and tips for success.
Power of Client Advisory Boards_Farland_GroupFarland Group
Client Advisory Boards are powerful forums for B2B companies to bring together key clients and stakeholders to advise on strategy, product direction and innovation concepts. Learn how to get value from listening to and collaborating with your executive clients
Developing Contracts That Fit Your Needs: The Commercial FrameworkAli Zeeshan
For other Informa Webinars: http://www.informa-mea.com/webinars
To view recording: https://youtu.be/M3Spo18Jo30 or watch the video at end of the slide
Many businessmen and women see contracts as legal documents, but a healthier approach is to see them as business documents which must be written the right way if they are to be legally enforceable. For many of us, therefore, leaving the contracts to the lawyers means that we miss an opportunity to have a contract which can be used as a working document which prevents problems with suppliers and customers. This webinar explains an approach which can be used to ensure that contracts prevent problems from occurring, or fully prescribe your rights and remedies should things go wrong.
About the Presenter:
Eric Evans has held Director level positions in the automotive, retail, fast moving consumer goods and healthcare sectors. He is the author of three books on procurement and negotiation, and a speaker on MBA programmes across Europe and the Gulf region.
As a management consultant, he has delivered improvement programmes in demand management and inventory management, and has coached organisations as they implement collaborative replenishment and customer-led approaches to demand management.
Moving from drug discovery to drug development requires a particular skillset usually not yet honed by start-ups. This phase of the development process is highly regulated and, critically, inexperienced start-ups often underestimate the duration and cost of delivering the dosage form into the clinic while meeting regulations.
This presentation will address the following:
* aspects of the Chemistry, Manufacturing and Control (CMC) portion of the drug development process
* bioavailability and the Biopharmaceutics Classification System (BCS)
* objectives of formulation
* cost-effective strategies to reach key milestones
Participate in a conversation about the challenges in running a top-performing CDFI loan fund. We will share our tips and experiences and learn how we can help you meet your performance goals.
Different services offered by management consultancy firmsnajibsayegh1
Gulf Resources is one of the leading Management Consultancy Firms in Dubai and specialize in helping business from different industries in establishing a successful venture anywhere in the UAE.
Power of Client Advisory Boards_Farland_GroupFarland Group
Client Advisory Boards are powerful forums for B2B companies to bring together key clients and stakeholders to advise on strategy, product direction and innovation concepts. Learn how to get value from listening to and collaborating with your executive clients
Developing Contracts That Fit Your Needs: The Commercial FrameworkAli Zeeshan
For other Informa Webinars: http://www.informa-mea.com/webinars
To view recording: https://youtu.be/M3Spo18Jo30 or watch the video at end of the slide
Many businessmen and women see contracts as legal documents, but a healthier approach is to see them as business documents which must be written the right way if they are to be legally enforceable. For many of us, therefore, leaving the contracts to the lawyers means that we miss an opportunity to have a contract which can be used as a working document which prevents problems with suppliers and customers. This webinar explains an approach which can be used to ensure that contracts prevent problems from occurring, or fully prescribe your rights and remedies should things go wrong.
About the Presenter:
Eric Evans has held Director level positions in the automotive, retail, fast moving consumer goods and healthcare sectors. He is the author of three books on procurement and negotiation, and a speaker on MBA programmes across Europe and the Gulf region.
As a management consultant, he has delivered improvement programmes in demand management and inventory management, and has coached organisations as they implement collaborative replenishment and customer-led approaches to demand management.
Moving from drug discovery to drug development requires a particular skillset usually not yet honed by start-ups. This phase of the development process is highly regulated and, critically, inexperienced start-ups often underestimate the duration and cost of delivering the dosage form into the clinic while meeting regulations.
This presentation will address the following:
* aspects of the Chemistry, Manufacturing and Control (CMC) portion of the drug development process
* bioavailability and the Biopharmaceutics Classification System (BCS)
* objectives of formulation
* cost-effective strategies to reach key milestones
Participate in a conversation about the challenges in running a top-performing CDFI loan fund. We will share our tips and experiences and learn how we can help you meet your performance goals.
Different services offered by management consultancy firmsnajibsayegh1
Gulf Resources is one of the leading Management Consultancy Firms in Dubai and specialize in helping business from different industries in establishing a successful venture anywhere in the UAE.
Co-Production of services: Change Management has left traditional company bor...KiteConsultants
Let's face it: we pay for services we actually produce with a company. Never have we been so actively involved in "creating value" it has changed our vision on how companies should function. This affects how we look at Change Management.
Presented at the (LinkedIn) Organizational Change Practitioners, January 26th @ The House of Marketing, Mechelen.
North Highland has broad capabilities
that span strategy development through
to operations management and process
improvement, to people and change
management, to technology advisory
and enablement.
North Highland has broad capabilities
that span strategy development through
to operations management and process
improvement, to people and change
management, to technology advisory
and enablement.
Marken werden über eine Vielzahl von bewussten und unbewussten, direkten und indirekten, medialen und non-medialen Erlebnissen wahrgenommen. Jedes dieser einzelnen Markenerlebnisse prägt unser Bild von Marken und bestimmt unsere Präferenzen. Besonders attraktiven und intensiven Markenerlebnissen kommen hierbei eine besondere Rolle zu für den Aufbau und die Steuerung des Markenerlebens.
Wir von SM+ sammeln daher jeweils über drei Monate interessante Markenerlebnisse. Aus diesen wählen wir die spannendsten aus, die zukünftig an jedem Quartalsende vorgestellt werden sollen.
Vorschläge sind jederzeit willkommen! Wem interessante Markenerlebnisse begegnen, kann gerne einen Link oder eine Beschreibung an uns senden: Okkan Coban (oco@sasserathmunzingerplus.com)
Marken werden über eine Vielzahl von bewussten und unbewussten, direkten und indirekten, medialen und non-medialen Erlebnissen wahrgenommen. Jedes dieser einzelnen Markenerlebnisse prägt unser Bild von Marken und bestimmt unsere Präferenzen. Besonders attraktiven und intensiven Markenerlebnissen kommen hierbei eine besondere Rolle zu für den Aufbau und die Steuerung des Markenerlebens.
Wir von SM+ sammeln daher jeweils über drei Monate interessante Markenerlebnisse. Aus diesen wählen wir die spannendsten aus, die zukünftig an jedem Quartalsende vorgestellt werden sollen.
Vorschläge sind jederzeit willkommen! Wem interessante Markenerlebnisse begegnen, kann gerne einen Link oder eine Beschreibung an uns senden: Okkan Coban (oco@sasserathmunzingerplus.com)
Marken werden über eine Vielzahl von bewussten und unbewussten, direkten und indirekten, medialen und non-medialen Erlebnissen wahrgenommen. Jedes dieser einzelnen Markenerlebnisse prägt unser Bild von Marken und bestimmt unsere Präferenzen. Besonders attraktiven und intensiven Markenerlebnissen kommen hierbei eine besondere Rolle zu für den Aufbau und die Steuerung des Markenerlebens.
Wir von SM+ sammeln daher jeweils über drei Monate interessante Markenerlebnisse. Aus diesen wählen wir die spannendsten aus, die zukünftig an jedem Quartalsende vorgestellt werden sollen.
Vorschläge sind jederzeit willkommen! Wem interessante Markenerlebnisse begegnen, kann gerne einen Link oder eine Beschreibung an uns senden: Okkan Coban (oco@sasserathmunzingerplus.com)
„Markenvertrauen“ heißt die
vierte Auflage einer Studie, die
seit 2008 von Musiol Munzinger
Sasserath (MMS) erhoben wird, und nun erstmals zusammen mit der Lebensmittel Zeitung durchgeführt wurde. Untersucht wird das Vertrauen der Menschen in Deutschland zu 29 Branchen und 100 Marken.
In Zeiten sich verändernder und instabiler werdender Beziehungen zwischen Unternehmen und den Menschen bietet die Etablierung eines Kundenbeirats Unternehmen die Chance, sich durch den direkten Dialog und ein besseres Kundenverständnis weiterzuentwickeln. In vielen Branchen betreten sie damit heute noch Neuland und können sich somit einen Vorsprung sichern. Ein funktionierender Kundenbeirat wird von der Mehrheit der Bevölkerung als sinnvoll bewertet, obwohl das Thema relativ neu und noch nicht sehr bekannt ist. Entscheidend für den Erfolg ist die durchdachte und nachhaltige Konzeption. Letztendlich aber kommt es auf die Ernsthaftigkeit, die Wertschätzung und das Vertrauen gegenüber den Beiräten sowie den sensiblen Umgang mit den Erwartungen an.
http://www.musiolmunzingersasserath.com/blog/?p=3575
‚Markenerlebnisse sind die neue Leitwährung in der Markenführung’ - das war die Hauptthese, die führende Markenexperten auf dem 3. Club der Markenfreunde zum Thema Markenerleben am 27. Januar 2011 diskutierten. Uwe Munzinger fasst in seiner Präsentation die wichtigsten Erkenntnisse zusammen und erklärt, wie Markenverantwortliche auf Grundlage neuester Forschungserkenntnisse Markenpräferenz kategoriespezifisch messen, managen und maximieren können.
Musiol Munzinger Sasserath stellt wieder die Vertrauensfrage: Per Online-Befragung wurden auch in 2010 1.000 Deutsche repräsentativ zum Vertrauen in 21 Branchen und 49 Top-Marken befragt. Nach zwei Jahren mit massiven Vertrauensverlusten als Folge von Finanz- und Wirtschaftskrise sind unter den momentan sehr positiven Rahmenbedingungen wieder Vertrauenszuwächse in Unternehmen und Branchen zu verzeichnen. Amazon, Nivea, Aldi und Audi sowie Volkswagen genießen das größte Vertrauen als Marken, Google dagegen verliert an Vertrauen.
telcwho? Filling the void of meaning.
Trends and Implications of the Berlin Telco Summit 2010
As consumer power is gaining momentum and the democratization of technology is revealing the limits of our current infrastructure, Telco Companies have a great opportunity to shape their identities by filling the void of meaning. These are the key findings of the Berlin Telco Summit 2010.
The participants of this year’s summit – 19 brand and communication strategists from 12 countries – discussed current developments in 15 different markets around the world ranging from India to Mexico. The global strategists identified two areas of conflict that Telecommunication brands should address by clearly positioning themselves, in order to meet the enormous challenges and remain relevant in people’s lives:
Consumers in Power versus Limits of Consumer Power
The growth of consumer power and freedom in the realm of Telecommunication is reflected through several developments. Most obvious is a higher degree of flexibility in terms of tariff plans, allowing consumers to tailor their own tariffs and releasing them from minimum contract terms. In the case of the UK brand giffgaff, which was launched by o2 last year, customers are even turning into the brand’s marketing managers. Smartphones and Social Media Networks are transforming into platforms for people to start their own business and to share and spread their opinion publicly.
However, there are still limits to consumer power. In many cases co-creation is reduced to advertising and communication. And the restriction of consumer power goes even further with some powerful brands establishing themselves as gatekeepers and censors such as Apple, which hit the headlines after banning certain apps from its App store, dictating what is appropriate or not.
Beyond, Social Media and Telecommunication bear great risks and dangers, with millions of people sharing their entire lives with the public, however sometimes too much of it or in a highly addictive way. And these days Social Media is unfortunately not only an agent for positive social and economic change, but also a powerful tool for the evil.
Democratization of Technology versus Limits of Technology
Smartphones and mobile Internet become available to the masses, thanks to attractive financing concepts, affordable data plans and handsets. Also many services are available to more people, e.g. pedestrian navigation, which is increasingly offered for free.
However, the process of democratization of technology poses huge challenges to Telecommunication Companies, especially in terms of infrastructure and data volumes. Thus, network quality has become a big issue again in markets with high smartphone penetration. It is picked up in communications and fuels the current trend of improving basic services and products.
These trends and observations result in two major challenges for the telecommunication industry:
Meaning is Fundamental.
Telco Companies need to develop a clear point of view of what they want to be and what they want to stand for – in the long-term, to avoid turning into replaceable commodity providers and to escape from the ongoing price competition.
Becoming more meaningful can be achieved in various ways e.g., by focussing and thus being able to champion in a few things, such as products or services, rather than averaging in many. Meaning can also be created by being good and acting as responsible corporate citizen, such as the brand “idea” in India, which addresses subjects like education, caste or health that are highly relevant to the Indian society. In order to become more meaningful, Telcos also need to redefine their relationship towards people, acknowledging and leveraging consumer power instead of restricting it and thus turning it into something that is beneficial for both, brands and people.
Innovation is Future.
To avoid losing ground to new competitors from other in
Nach der Finanzkrise 2008 untersuchte Musiol Munzinger Sasserath wie sehr das Vertrauen der Konsumenten in die Banken gelitten hat, welchen Branchen und Marken überhaupt noch vertraut wird und welche Faktoren ausschlaggebend für Vertrauen in Marken und Unternehmen sind.
Diese erste Erhebung wurde im Oktober 2009 mit einer zweiten Welle ergänzt, die den Vertrauensverlust mit Ergebnissen aus Großbritannien gegenspiegelt und relevante Stellhebel für einen nachhaltigen Vertrauensaufbau bewertet.
Preview of our study "Brands, TV & Facebook" held at Next Conference 10 in Berlin.
An overview of Facebook activities of big German brands from the Top 100 TV-spenders.
Trendreport 2010: TV-Marken auf Facebook
Musiol Munzinger Sasserath, Zucker.Kommunikation und Nielsen untersuchen Facebook-Profile der aktivsten TV-Marken einer Woche im April/KW 15
Dabei wurden vier unterschiedliche Vorgehensweisen bei der Facebook-Strategie der Marken identifiziert.
Nur 4,3 Prozent der Fans sind auf den Marken-Profilen in einer exemplarischen Woche aktiv.
Workshop "Poke, Add, Tweet – und alle haben dich lieb!?" zum Potenzial von Social Media für Marken und Unternehmen anlässlich des Deutschen Marketing Tags 2009 in Berlin
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.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
Experience unparalleled EXTENDED STAY and comfort at Skye Residences located just minutes from Toronto Airport. Discover sophisticated accommodations tailored for discerning travelers.
Website Link :
https://skyeresidences.com/
https://skyeresidences.com/about-us/
https://skyeresidences.com/gallery/
https://skyeresidences.com/rooms/
https://skyeresidences.com/near-by-attractions/
https://skyeresidences.com/commute/
https://skyeresidences.com/contact/
https://skyeresidences.com/queen-suite-with-sofa-bed/
https://skyeresidences.com/queen-suite-with-sofa-bed-and-balcony/
https://skyeresidences.com/queen-suite-with-sofa-bed-accessible/
https://skyeresidences.com/2-bedroom-deluxe-queen-suite-with-sofa-bed/
https://skyeresidences.com/2-bedroom-deluxe-king-queen-suite-with-sofa-bed/
https://skyeresidences.com/2-bedroom-deluxe-queen-suite-with-sofa-bed-accessible/
#Skye Residences Etobicoke, #Skye Residences Near Toronto Airport, #Skye Residences Toronto, #Skye Hotel Toronto, #Skye Hotel Near Toronto Airport, #Hotel Near Toronto Airport, #Near Toronto Airport Accommodation, #Suites Near Toronto Airport, #Etobicoke Suites Near Airport, #Hotel Near Toronto Pearson International Airport, #Toronto Airport Suite Rentals, #Pearson Airport Hotel Suites
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
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
"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."
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
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/
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.
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.
1. CUSTOMER
ADVISORY
BOARD
A Strategic Instrument for
Corporate Development.
1
2. Methodology
Collaborative study of Musiol Munzinger Sasserath, Postbank and
F.A.Z.-Institut.
30 interviews with executives of companies with and without
Customer Advisory Board, interviews with members of Customer
Advisory Board (March to May 2011).
Representative CATI-survey of the German-speaking population
older than18 years (n = 1002) conducted by Forsa in April 2011.
Survey with „non-applicants“ to the Postbank Customer Advisory
Board (n = 100) conducted by TNS Infratest in March and April
2011 enriched with data analysis of written applications for the
Customer Advisory Board (n=1.833) and phone interviews
(n=276).
Plus additional articles and Best Practice.
2
3. Overview
1. The Benefit – Transformation: Customer Advisory Boards can contribute to the
transformation of a company by increasing customer centricity and improving products
and services.
2. The Opportunity – Reputation: As the institution is still in its infancy, establishing a
Customer Advisory Board can help to improve a company’s reputation.
3. The Relevance – Customer Advisory Boards make sense: The majority of the
population is convinced that Customer Advisory Boards make sense.
4. The People – Motivated, informed and positive: Candidates for Customer Advisory
Boards are generally well informed and have a positive attitude towards the company.
5. The Basics – Building blocs and requirements.
3
5. Different focus – depending on type of company –
but common overall objective: Transformation.
Customer (mobile) Ex- Service
Change
Centricity Monopolists Companies
Tangible
Co-operation Relationship Specialists
Companies
5
6. The transformation can include
internal an external aspects.
Transformation: Reputation:
Optimizing the Change of perception by
organization, products and establishing CAB as a
services, corporate internal external
platform for reputation and
development a direct link to management
Optimization, Innovation Reputation
& Co-Creation
Issues Management &
Understanding Customers Agenda Setting
Cultural Change Advocacy
6
7. The Customer Advisory Board as part of general
as well as specific transformation processes.
“We would like to develop a
“The Customer Advisory new business segment
Board is part of our Change- with the help of our
Management Program.” Customer Advisory Board.”
“Without our customers’
advice we wouldn’t be
able to enhance our
service.”
Source: Interviews conducted for "Customer Advisory Board – A strategic instrument for corporate development"
7
8. The Customer Advisory Board as a platform for
dialogue with “real” customers.
“They’re not a paid panel with
random participants, but real
customer with self- “Board members are
interests.” personalities, not just ‘study
objects’ as in market research.
Encounters take place on the
same level.“
Source: Interviews conducted for "Customer Advisory Board – A strategic instrument for corporate development"
8
9. The Customer Advisory Board as a
catalyst for cultural change.
“We think more
customer-centric since
“The Customer Advisory we have a Customer
Board is good for our Advisory Board.”
corporate culture.”
Source: Interviews conducted for "Customer Advisory Board – A strategic instrument for corporate development"
9
11. The signal effect has an impact.
„Our Customer Advisory
Board-initiative shows: We‘re
an open company and a „The Customer Advisory
pioneer in our industry.“ Board does not result in
higher sales, but it’s a
signal.“
Source: Interviews conducted for "Customer Advisory Board – A strategic instrument for corporate development"
11
12. However, the Customer Advisory Board
should not be overly marketed.
„Sensibility
is crucial.“
„The Customer Advisory Board
is not a PR-instrument. This
is why it only has a very basic
website.“
Source: Interviews conducted for "Customer Advisory Board – A strategic instrument for corporate development"
12
14. Customer Advisory Boards are
not yet widely known.
20%
„Have heard of the
75% term, but do not
exactly know what it
„Never heard of it.“ means.“
4%
„Know exactly, what it is.“
Source: "Customer Advisory Board – A strategic instrument for corporate development”, Musiol Munzinger Sasserath, F.A.Z-Institut and Postbank, May 2011;
representative CATI-survey, n = 1.002, forsa; Question: „Do you know exactly, what a Customer Advisory Board is, have you heard the term, but do not exactly
know what it means, or have you never heard of it?“ 1% don’t know/ no answer
14
15. But if the concept is explained …
„A Customer Advisory Board consists of several
customers of a company, who can make suggestions
regarding the products and services of the company. In
return for their efforts, they receive a small
compensation. However, it is up to the company to
decide whether or not it will consider and implement
the suggestions of the Board.“
Source: "Customer Advisory Board – A strategic instrument for corporate development”, Musiol Munzinger Sasserath, F.A.Z-Institut and Postbank, May 2011;
representative CATI-survey, n = 1.002, forsa
15
16. … the majority is convinced that Customer
Advisory Boards make sense.
23%
58%
„they don’t make
„they make a lot of a lot of sense“
sense“ and „they
make sense“ 17%
„they make no
sense at all“
Source: "Customer Advisory Board – A strategic instrument for corporate development”, Musiol Munzinger Sasserath, F.A.Z-Institut and Postbank, May 2011;
representative CATI-survey, n = 1.002, forsa; Question: „Do Customer Advisory Boards makes sense in your opinion“ 3% don’t know / no answer
16
17. 4. The People – Motivated,
informed and positive.
17
18. Who wants to be part of a Customer
Advisory Board?
Who doesn‘t? Any why not?
18
19. Satisfied customers would like to get involved
in a Customer Advisory Board.
3% 3%
29% 49%
69% 49%RTHER
FOR FU
DE TAILS P
LEASE
CONTA
CT US
Source: "Customer Advisory Board – A strategic instrument for corporate development”, Musiol Munzinger Sasserath, F.A.Z-Institut and Postbank, May 2011;
Survey with „Non-Applicants“ to the Postbank Customer Advisory Board (n = 100) in March and April 2011 by TNS Infratest enrichedwith data analysis of written
applications for the Customer Advisory Board (n=1.833) and phone interviews (n=276)
19
20. Customers with a positive attitude
towards the company.
4%
14%
23%
34%
73% 52%
FOR FU
RTHER
DETAIL
S PLEA
CONTA SE
CT US
Source: "Customer Advisory Board – A strategic instrument for corporate development”, Musiol Munzinger Sasserath, F.A.Z-Institut and Postbank, May 2011;
Survey with „Non-Applicants“ to the Postbank Customer Advisory Board (n = 100) in March and April 2011 by TNS Infratest enrichedwith data analysis of written
applications for the Customer Advisory Board (n=1.833) and phone interviews (n=276)
20
21. What are the reasons against participating in a
Customer Advisory Board? Mainly personal issues.
3%
18%
„no interest“ 36%
„unwilling to
participate“ 8% „no time“
„job“
8% 9% FOR FU
6%
„age“ RTHER
„lack of personal DETAIL
S PLEA
competence“ CONTA SE
CT US
„family“
2%
4%
„little influence of CAB“
„health“
Source: "Customer Advisory Board – A strategic instrument for corporate development”, Musiol Munzinger Sasserath, F.A.Z-Institut and Postbank, May 2011;
Survey with „Non-Applicants“ to the Postbank Customer Advisory Board (n = 100) in March and April 2011 by TNS Infratest
21
23. For further information on building blocks and
requirements for a Customer Advisory Board …
… order the full report: … contact us:
Nina Reicke
Partner
T +49 30.7790777-82
nr@musiolmunzingersasserath.com
Musiol Munzinger Sasserath
Gesellschaft für umsetzungsorientierte Markenberatung
und Markenentwicklung mbH
Rosenstraße 18
D-10178 Berlin
(only available in German) T +49 30.7790777-70
F +49 30.7790777-99
faz-institut.de facebook.com/MusiolMunzingerSasserath
23
24. „Is there anything better for
engaging customers in a
dialogue than a Board?“ „I would like to be
part of it for a long
time.“
Source: Interviews conducted for "Customer Advisory Board – A strategic instrument for corporate development"
24
25. Gesellschaft für umsetzungsorientierte Markenberatung
und Markenentwicklung mbH
Rosenstraße 18
D-10178 Berlin
T +49 30.7790777-70
F +49 30.7790777-99
hello@musiolmunzingersasserath.com
www.musiolmunzingersasserath.com
Jede Verwertung der von Musiol Munzinger Sasserath Gesellschaft für umsetzungsorientierte Markenberatung und Markenentwicklung mbH erbrachten Präsentationsleistungen ist
ohne vorherige schriftliche Zustimmung des Unternehmens unzulässig. Dies gilt auch und gerade für Leistungen von Musiol Munzinger Sasserath, die nicht Gegenstand besonderer
gesetzlicher Rechte, insbesondere des Urheberrechts sind.