With the fast pace of technology introducing new expectations in the workplace, Denysys sees a mix of staff augmentation and managed services as the best path for the future. Download the Denysys approach to Staff Augmentation here.
Non-aeronautical revenues critically determine the financial viability of an airport as they tend to generate higher profit margins than aeronautical activities, the latter frequently representing a zero sum game or producing a deficit.
The decision and process behind rewriting or re-architecting a system is often plagued with a series of problems: people always underestimate the complexity, people never fully understand the customers, system requirements constantly change out from under them, and, in almost all cases, it takes much longer than anybody can predict. As part of this workshop, we’ll look at a couple of case studies of re-architecture to gleam strategies of success from them as well as common pitfalls to avoid. This workshop should arm you with a framework by which to approach your own decisions around how to manage, maintain, and evolve your own systems:
* understanding the underlying motivations;
* developing a method for deciding whether to evolve or to rewrite;
* managing the engineering effort of re-architecture in the midst of a changing business;
* setting up metrics to understand whether you’re on course; and
* organizing the engineering team and the culture to ensure success
With the fast pace of technology introducing new expectations in the workplace, Denysys sees a mix of staff augmentation and managed services as the best path for the future. Download the Denysys approach to Staff Augmentation here.
Non-aeronautical revenues critically determine the financial viability of an airport as they tend to generate higher profit margins than aeronautical activities, the latter frequently representing a zero sum game or producing a deficit.
The decision and process behind rewriting or re-architecting a system is often plagued with a series of problems: people always underestimate the complexity, people never fully understand the customers, system requirements constantly change out from under them, and, in almost all cases, it takes much longer than anybody can predict. As part of this workshop, we’ll look at a couple of case studies of re-architecture to gleam strategies of success from them as well as common pitfalls to avoid. This workshop should arm you with a framework by which to approach your own decisions around how to manage, maintain, and evolve your own systems:
* understanding the underlying motivations;
* developing a method for deciding whether to evolve or to rewrite;
* managing the engineering effort of re-architecture in the midst of a changing business;
* setting up metrics to understand whether you’re on course; and
* organizing the engineering team and the culture to ensure success
New Business Development Proposal - Adding Project Portfolio Management (PPM)...Rolly Perreaux, PMP
This presentation is a New Business Development Proposal targeted to Microsoft Gold Partners considering adding the Project Portfolio Management competency to their consulting services.
Full video can also be viewed at: https://www.youtube.com/watch?v=uLIVzqI5d2Q
Presentation Agenda
- PPM Background
- How Microsoft PPM Works
- Market Analysis
- Value Added to Other Services
- PPM Competition
- What I Can Do For You
- Professional Bio
- Contact Information
The presentation is about minimum viable product, what is it, why is it important and how to build it. In the presentation you can find many ideas that will help you with the build, measure and learn loop.
The second part of the presentation is about pivoting. Pivots are fundamental changes in business strategy and very important part of avoiding the big failure without learning or even worse becoming a zombie company.
What the company requires to do during campus hire
New trends of campus hire
How to keep the campus candidates engage
How to select the right college
Why campus hire is important
What is Product/Market Fit? Why is it the Holy Grail of entrepreneurship?
Let me help you answer and understand the fundamental question for every early stage entrepreneur: Are you building a product/service people really want? Watch the video and learn everything about Product/Market Fit.
Twitter: https://twitter.com/m_vukas
Blog: http://www.milanvukas.com/blog/
Increase Financial Firms' Sales Performance & Compliance with Compensation Ma...Perficient, Inc.
Financial services and banking organizations are challenged with aligning sales performance with corporate goals to drive business growth. In addition to financial performance, one of the largest challenges financial institutions face today is managing the balance of meeting regulatory requirements without potentially disrupting performance.
To help your organization manage performance and risk data against regulatory reporting requirements, you need to develop an enterprise-wide governance structure to gain control over sales channel compensation programs.
In this webinar, our experts covered:
-Challenges around sales performance, Dodd-Frank and compensation governance in financial services
-Industry-focused use cases and best practices for sales performance management solutions
-Case studies of leading financial institutions implementing sales performance and compensation management
Our experts also demonstrated how IBM Cognos Incentive Compensation Management enables organizations to achieve operational efficiency and reporting accuracy, greater data transparency, reduced risk and detailed sales performance analytics.
New Business Development Proposal - Adding Project Portfolio Management (PPM)...Rolly Perreaux, PMP
This presentation is a New Business Development Proposal targeted to Microsoft Gold Partners considering adding the Project Portfolio Management competency to their consulting services.
Full video can also be viewed at: https://www.youtube.com/watch?v=uLIVzqI5d2Q
Presentation Agenda
- PPM Background
- How Microsoft PPM Works
- Market Analysis
- Value Added to Other Services
- PPM Competition
- What I Can Do For You
- Professional Bio
- Contact Information
The presentation is about minimum viable product, what is it, why is it important and how to build it. In the presentation you can find many ideas that will help you with the build, measure and learn loop.
The second part of the presentation is about pivoting. Pivots are fundamental changes in business strategy and very important part of avoiding the big failure without learning or even worse becoming a zombie company.
What the company requires to do during campus hire
New trends of campus hire
How to keep the campus candidates engage
How to select the right college
Why campus hire is important
What is Product/Market Fit? Why is it the Holy Grail of entrepreneurship?
Let me help you answer and understand the fundamental question for every early stage entrepreneur: Are you building a product/service people really want? Watch the video and learn everything about Product/Market Fit.
Twitter: https://twitter.com/m_vukas
Blog: http://www.milanvukas.com/blog/
Increase Financial Firms' Sales Performance & Compliance with Compensation Ma...Perficient, Inc.
Financial services and banking organizations are challenged with aligning sales performance with corporate goals to drive business growth. In addition to financial performance, one of the largest challenges financial institutions face today is managing the balance of meeting regulatory requirements without potentially disrupting performance.
To help your organization manage performance and risk data against regulatory reporting requirements, you need to develop an enterprise-wide governance structure to gain control over sales channel compensation programs.
In this webinar, our experts covered:
-Challenges around sales performance, Dodd-Frank and compensation governance in financial services
-Industry-focused use cases and best practices for sales performance management solutions
-Case studies of leading financial institutions implementing sales performance and compensation management
Our experts also demonstrated how IBM Cognos Incentive Compensation Management enables organizations to achieve operational efficiency and reporting accuracy, greater data transparency, reduced risk and detailed sales performance analytics.
Agile Practices for Transitioning to SAP S/4HANA® panayaofficial
Attend this webinar for advice on best practices for transitioning to SAP S/4HANA. Topics include:
Uncovering five tips for organizations that want to implement both SAP S/4HANA and agile practices
Understanding the changes that a move to SAP S/4HANA requires
Selecting the best-fit solution to support a transition to SAP S/4HANA
This presentation gives a clear idea of how companies can improve the results in the collections life cycle including pre-collection process, collection process, collection agency, and legal by using CollectPro. CollectPro is built on Force.com. The solution is easy to use and easy to configure.
What's an ABM Solution Really Worth? Understanding the Total Economic Impact ...Demandbase
What’s an ABM solution really worth? Find out using Forrester’s Total Economic Impact™️ framework, and learn how to apply it to your own organization.
Join Demandbase’s VP of Product Marketing, Jackie Palmer, alongside guest speaker and Forrester consultant, Amy Harrison, as they share the financial and business impact interviewed customers realized by using Demandbase as their Go-To-Market solution. Demandbase customer, Suzzette Giron, Senior ABM Specialist at Achievers, shares her team’s experience and outcomes as well.
Hear more real customer stories and learn the details of the commissioned Total Economic Impact study conducted by Forrester Consulting on behalf of Demandbase.
Growing Interest in Cloud Based Digital Experiences -- An IDC and IBM Digital...IBM Digital Experience
As marketing, commerce, and customer service continue to shift to digital channels — and as an increasingly greater share of an organization's revenue comes from digital business — organizations have become acutely aware of the need for an enterprise digital experience platform. Such a platform enables them to quickly and cost effectively create, manage, and deliver cross-channel, cross-device digital experiences to their various constituents; measure the effectiveness of the experiences; and optimize the experiences based on analytical insights.
Organizations are increasingly turning to platforms such as IBM Digital Experience on Cloud to meet today's digital business requirements. As IDC's research has shown, organizations that use IBM Digital Experience have realized significant business benefits, including increased revenue and quicker time to market, reduced costs and improved staff productivity, and increased customer and employee engagement.
Join us in this live webinar to:
1. Hear directly from IDC on their latest IBM Digital Experience on Cloud Business Valuation report
2. See live demonstrations of the latest features that IBM Digital Experience on Cloud solutions can provide to companies looking to capitalize on their digital transformations
Ways to Make Business Intelligence Work for Your Small BusinessSpiceworks
In this first 60-minute webinar in the series, Spiceworks and CDW team up to provide answers to your questions on business intelligence - a subject that's becoming increasingly important to small businesses.
Similar to The Business of Software, Distribution, and System Integration (20)
Presented by Chris Smith, Invensys/Foxboro
This presentation provides an insight into the way in which we market long term hardware support products and include next generation features, retain last generation features and jettison outdated features to provide new offerings in the conservative systems infrastructure market. Common everyday examples are chosen to illustrate key points and ideas along with real-life timeframes and industry argument.
Presented by:
Doug Brock, Kendall Electric
What does the term Gemba have to do with marketing and sales?
Gemba in Lean Manufacturing terms means The Real Place. In Lean, you go to the Real Place to observe the Real Thing to get the Real Facts and Data. Improvements are discovered and problems are solved at the Gemba. The Gemba Walk is the tool frequently used to discover, deploy, and implement improvements. Managers walk through the Real Place working with front line supervisors and workers to gather information and to ensure improvement ideas are discovered and implemented.
The concept of Gemba and Gemba Walks can be a perfect tool for discovering, implementing, and deploying marketing and sales ideas and improvements. The Gemba Walk can fuel innovation and cycles of learning in marketing and sales processes. Just like in manufacturing, getting marketing and sales to work together in the Real Place to observe the Real Thing to get the Real Facts and Data can be a powerful way to drive results in your organization.
Business Development, Marketing and Sales managers will learn simple techniques based on Gemba concepts in this presentation. These techniques can substantially increase the success in any sales improvement effort or marketing project. Attendees will leave the presentation with ideas that will help coordinate and tie sales activities to marketing strategies.
Presented by Matt Leary, Solutions Insights
A recent study identified Solutions Marketers as the most important marketing position that B2B companies are looking to fill today. But how do we judge what the right skills and competencies will be for that role? In this session, Matt Leary from Solutions Insights will present the results of a recent study that has been conducted on both the knowledge and skills required to successfully develop and marketing complex services and solutions. Matt will talk about the most critical implication of the survey results for companies in the automation sector -- tomorrow's marketing leaders will look different, think different and use different tools and approaches. Based upon competency assessments of over a thousand marketers, effective marketing strategies will need to move away from being based upon traditional approaches like the "4 P's" technology innovation superiority to more customer-centric, collaborative and solutions-focused strategies. The session will include presentation of research, discussions of new models, practical examples and interactive exercises
By Shari L.S. Worthington, President, Telesian Technology
Did you know that duplicate web content will severely damage your search rankings? What about all that material your channel has copied onto their web site? Did you know that Google applies its optimization criteria to PPC’s? Are you generating anonymous clicks or actual leads?
Almost all businesses start searches for products and services online. The first stop is a known web site or a search engine. That means you must have a decent web site and you have to be visible in the search engines. You can’t play at it any more. But search marketing often feels like zookeeping. There are Panda and Penguin updates (and so many more that you haven’t heard about) on the search optimization side. On the PPC side, there are rabid increases in cost-per-clicks (CPC’s) for the best keywords. In this session, Shari Worthington provides an update on the latest tools and techniques for SEO and PPC success
Presented by Brian Joosse, Symmetri Marketing
Customer research found that there was no clear centralized industry resource for engineers in the oil/gas and petrochemical industries for news and advice on industrial facilities and their electrical system requirements, or a forum for asking/answering questions and contributing expertise. Now, EGS Electrical Group is providing these resources through its Power Panel Community site.
PowerPanelCommunity.com is an online community for specifying engineers who design, build and maintain oil, gas, petrochemical and other industrial facilities that operate heavy equipment in adverse and hazardous locations. The site aggregates global news from trade sources and general media, provides insights from industry experts and guest writers in a blog that invites member commentary, and gives engineers a moderated discussion forum for asking questions and engaging in conversation.
In this presentation we will show how:
• Inspiration for the community was rooted in customer research
• Strategy was developed to generate real business value
• Negotiating Emerson corporate support was key to project approval
• Community launch was orchestrated to maximize internal product team support
• High value content is developed and deployed monthly
• Social Media channel management is key to broader community success
• How you can apply this approach across other industrial automation markets
Walt Boyes presents a totally revised and updated version of PR101, his very popular Marketing Communications Master Class.
This webinar is for both newbies to marketing communications (product managers, sales managers and engineers who have been "promoted" into marketing) and those who have been doing marcomm in the automation industry for a while.
This webinar is specific to the automation industry and discusses:
- Marketing "bang for the buck"
- Integrated marketing
- Public relations in the automation industry
- How to place a press release
- Product releases and news releases
- Relationship building with editors, influencers, and thought leaders
- Social Media: Inbound and outbound marketing -- a cascade control loop
- Metrics and measuring results
Walt has more than 25 years of experience in sales, sales management, marketing, and product development in the automation industry, including Executive Committee experience and board of directors service in both for-profit and not-for-profit companies.
Walt is currently serving as Editor-in-Chief of CONTROL magazine, http://www.controlglobal.com. In addition, he is a principal in Spitzer and Boyes LLC,
http://www.spitzerandboyes.com, a technology consulting firm devoted to assisting companies to better market their products in manufacturing and automation. Walt also acts as a freelance acquisitions editor for Momentum Press, a division of iGroup, on Instrumentation and Automation texts. Walt has published professionally in the technology and science fiction fields, and is a member of SFWA, the Science Fiction and Fantasy Writers of America.
Webinar May 2013: Did you know if a group manager takes action against your account in one LinkedIn group, you are now effectively blacklisted in ALL of your LinkedIn groups? LinkedIn may be one of the best known, yet least (effectively) used tools for developing careers and promoting brands in social networking spaces. Joel Don, ISA Social Media Community Manager shows you how to use LinkedIn as a tool for business and career networking, finding job opportunities, selling products, promoting brands and companies, and expanding your knowledge base.
Webinar March 2013: All too often industrial companies set product prices based on their incremental costs and wind up under-valuing their products. Jim Geisman of Software Pricing Partners shows how systematic pricing and packaging of software can increase revenue and profits.
Feb 2013 Webinar: How to get the most from your research budget. Find out how to determine what you really need to know. Learn how to define your approach, assemble the best research team, and then interpret the data to help you refine your lead generation, branding, and product development programs.
From the 7th Annual ISA Marketing & Sales Summit. What's Hot in Search Marketing: 2012 Update by Shari Worthington, Telesian Technology. http://marketingsalessummit.com
Presented by Joel Don, Comm Strategies, at the 7th Annual Marketing & Sales Summit
The marketing and public relations industry continues to focus on developing solutions to meet the challenge of delivering valid program measurement and proof of ROI. Prior to social media, professionals relied on totaling column inches, estimating media impressions, counting mentions, eyeballs and visits, and proffering the highly controversial (and mostly discounted) advertising equivalency values. These approaches will continue to wane with the ongoing disruption of traditional media channels. The new media revolution coupled with the rapid growth of social platforms, tools and services (many at little or no cost) have ushered a new set of metrics into the ROI equation.
The presentation will review current thinking on measurement, and examine options and challenges to delivering valid social media ROI. From a budget perspective, analytical tools that are low cost or free will be compared to full-blown paid services such as Radian6 and Sysomos. The objective of the presentation is to enable marketing and communications professionals to implement measurement systems or approaches that can help an organization better understand how social media tools and strategies deliver results to the business bottom line. Examples will be offered from well-document ROI cases from large, recognized brands. Perhaps more important, the presentation will cover how lesser known small and medium-sized businesses can scale social media ROI to justify the implementation of customer engagement and conversation strategies.
More info: http://marketingsalessummit.com/social-media-roi-piecing-together-the-measurement-conundrum/
Presented by Rick Reynolds of Ask Forensics at the 7th Annual Marketing & Sales Summit.
Did you know that many of your multi-million dollar strategic accounts could be at risk without you even knowing it? Sales and account forensics investigations into $3 billion worth of client accounts reveal that 79% of the profiled strategic accounts exceeding $15 million are “at risk”. In most cases companies are unaware of this, and it can cost millions of dollars in lost accounts each year. It’s like an undetected disease with huge implications. Losing one account can seriously impact bottom line performance, but the good news is, moving the needle in the positive direction will generate significant revenue and profit.
When you cut through all of the clutter, it boils down to one thing—service quality. This is customers’ most critical need and, for the most part, companies are effectively providing service quality. The question that should worry executives is: If on the surface we are doing well, then why are so many accounts “at risk”?
This presentation will address the often undetected, not-so-obvious cracks in client relationships that put critical client accounts “at risk.”
More information: http://marketingsalessummit.com/how-to-fortify-and-grow-critical-accounts-2/
Presented by Marcus Tennant and Kyoko Fukuda of Yokogawa at the 7th Annual Marketing & Sales Summit.
Over the past 10 years there have been several tragic natural disasters that have occurred throughout the world. As the global economy becomes more connected through supply chains and information, what role does marketing have in helping customers and other stakeholders affected by the disaster? This presentation will discuss how Yokogawa responded to customers impacted by the Tohoku earthquake & tsunami. They will give examples of how marketing groups in companies like Home Depot and Wal-Mart take action before and after a disaster and suggest ways marketing, communication and even sales can help an organization respond to a crisis and help customers and employees.
More on this session: http://marketingsalessummit.com/global-marketing-session-at-the-summit/
What’s all the hype around big data? In a recent study, CapGemini reported that leveraging Big Data to solve business problems will deliver 41% improvement in overall business performance over the next three years. However, most companies are still struggling to figure out how to leverage this data.
Join Radhika Subramanian, CEO, Emcien Corp. and Julie Fraser, Principal, IYNO Advisors, to discover how product and marketing managers can tap the power of pattern-based analytics to improve visibility across the product line based on customer buying patterns. The analysis of product data – along with sales, revenue and cost information – improves strategic decision-making because it reveals exactly which configurations customers are actually buying, highly popular feature combinations by segment, and then automatically optimizes the product mix to satisfy the demand most profitably.
Sales and marketing managers can discover how they can leverage these optimal configurations to boost sales, bundle and promote products and services as well as reduce lead times. Leveraging big data to sense and shape demand is already serving as a major competitive advantage for companies in manufacturing, telecommunications, retail and distribution. To see how it’s being deployed across departmental silos, Ms. Subramanian will share case studies from NCR and AGCO.
Being first to market in the industrial automation space is no easy task, and involves creating new vocabulary, redefining technology territories and communicating technical messages in an easy to understand manner. Invensys faced this challenge head on In 2006 when they introduced InFusion ECS as the world’s first Enterprise Control System. InFusion ECS was part of a Blue Ocean marketing strategy by Invensys, which means to create new market space or a “blue ocean”, thereby making the competition irrelevant. Although the launch was successful, trying to create a new market space in an engineering-driven market presented some very interesting challenges. Among the greatest challenges included:
driving a business value proposition in an technology-focused segment – a shift from product features to business solutions
overcoming the devaluation of the technology itself as a commodity and demonstrating the huge potential value of automation/information technology overall to the business;
driving a human empowerment theme in a market where automation replaces human power;
driving a collaboration between accounting and engineering, two functions that do not see eye to eye
showing the value of instrument and control engineering to an audience that has diminished those skill sets to a thing of the past;
sales channel disconnects; and
market message targeting.
Dr. Martin will share the journey that Invensys took for the launch of InFusion ECS from a sales and marketing perspective. He will expose the challenges, barriers and pitfalls and Invensys’ ongoing diligence and their continued persistence to overcome them and to thrive in a difficult industrial automation marketplace.
Dick Morley and Bruce Bower will discuss the New Hampshire view of Marketing & Sales. Covered will be the philosophy, mathematics and sociology summary of this conference. We will, over desert, tell stories about black swans, group statistics, mountain tops and Lady Gaga.The summary will be about money, your comfort zone and top down thinking.
Coffee helps the medicine go down.
Dick will be also holding court for a Fireside Chat on Thursday evening in lieu of the scheduled Budweiser Tour. He will also be delivering the closing keynote on Friday afternoon.
How Prepared Are We for Customer 2.0?
By Juliann Grant, Telesian Technology
Customer 2.0 is calling! We have become so enamored with and caught up in the technology of Web 2.0, our PDA's, gadgets, and widgets that keep us connected and alive 24 hours a day to those around the world, that we forget at the core of it all, it must still be all about the customer.
We must not only use the timeliness and power of social media to broadcast our message to customers, but we need to use it to listen in order to learn what our customers are saying to each other and about us. The web have given customers immediate and almost limitless access to information on companies, products, and people, and realize it or not, we may not even be in the conversation! This is truly moving the "traditional" marketing and sales function towards irrelevance. We must realize that Customer 2.0 is embracing the "buying cycle" on their terms and no longer needs to wait on the "sales cycle".
The typical buyer is savvy, knowledgeable, and smart. Customer 2.0 demands that their web experience be fun, interactive, and social. They value professionalism over glitz. They want substance, not flash. They look to their peers to see what they are buying and want to do the same because they trust their experience. They talk to each other and in real time. Your misstep today is not only tomorrow's news, it is today's news as well.
How do we do this in the Automation and Engineering industry? We’re going to find out through with survey to uncover how well we are engaging with Customer 2.0. Do we speak their language? Are we connecting with them on their terms?
In this presentation, we will show how social media and the power of the web can be used to embrace Customer 2.0 in a meaningful, beneficial dialog that will help drive sales. A combination of case studies, customer interviews, surveys, and real social media encounters will be used to illustrate the power of the "new media" in marketing to Customer 2.0.
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/
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
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
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).
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.
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Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
The Business of Software, Distribution, and System Integration
1. The Business of Software, Distribution, and System Integration Jay Jeffreys, PE Rusty Steele Schneider Electric
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4. Channels to market over the years Source: Managing Channels of Distribution Kenneth Rolnicki, 1998
5. Channels to market over the years Source: Managing Channels of Distribution Kenneth Rolnicki, 1998
6. Solutions to Market – Value Map Supplier End Customer Distributor System Integrator Direct Sales Sales force Sales Sales Sales Sales Sales Integration Integration
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15. What sort of vendor am I? Product Service Tangible Intangible Transactions Projects In Stock Just In Time Supplier Control Hardware Manufacturer Software Manufacturer
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17. Why not just buy from the manufacturer? Source: Managing Channels of Distribution Kenneth Rolnicki, 1998
18. Why not just buy from the manufacturer? Source: Managing Channels of Distribution Kenneth Rolnicki, 1998
19. Why not just buy from the manufacturer? Source: Managing Channels of Distribution Kenneth Rolnicki, 1998
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22. What sort of distributor do I need? Product Service Tangible Intangible Transactions Projects In Stock Just In Time Distributor Retailer MRO Counter Sales Rep SW Solutions Distr
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28. What Kind of System Integrator Am I? Product Service Tangible Intangible Transactions Projects In Stock Just In Time System Integrator Control Panel Builder Automation SI Specifying Engineer IT / Mfg Consultant
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32. What defines a successful integrator? - CSIA’s eight practice areas Does the firm have a documented disaster recovery plan and has it been tested? 1.5.4 Does the firm carry adequate errors and omissions insurance when required? 1.5.3 Corporate Risk Management 1.5 Does the integrator have a system of adequate backup (every day, off-site storage, assigned person, rotated backup media)? 1.4.6 Does the integrator have any written policy for its computer systems, such as allowable software, monitoring rights, maintenance procedures, insurance coverage, and security? 1.4.1 Computer System Management 1.4 Are meetings effective, whereby agendas and objectives are set, timing respected and everyone attending participates and contributes? 1.2.8 Organizational Structure 1.2 Does management receive key performance indicators in a timely fashion? Do they monitor percent completion? 1.1.5 Is the integrator’s long-range plan formulated and understood? 1.1.3 Is the integrator clear about its purpose, strategic objectives and goals? Does the integrator have a mission or vision statement? Strategic objectives? 1.1.1 Strategic Management 1.1 General Management 1
33. What defines a successful integrator? - CSIA’s eight practice areas Does senior management participate in periodic meetings to review the state of the company and get input from all employees? 2.6.3 Employee Communications 2.6 Safety Training Program exists 2.4.12 Does the integrator have a training program that addresses the skills required of management? Does the program include documented manager assessment and record keeping? 2.4.10 Does the integrator have a training program that addresses the hard skills required of technical people? Does the program include documented employee assessment and record keeping? 2.4.9 Does the integrator have a training program that addresses the soft skills required of technical people? Does the program include documented employee assessment and record keeping? 2.4.8 Does the integrator have a training program on the company’s internal methodologies, practices, procedures and tools? Does the program include documented employee assessment and record keeping? 2.4.7 Training and Development 2.4 Does the integrator have a standardized and documented performance management program for all employees? 2.3.1 Performance Management 2.3 Are new employees given orientation? Are there written descriptions of benefits and a list of people to contact for assistance in different areas? 2.2.6 Does the integrator have a standard policy for methods of recruiting and selecting new employees? Has it been reviewed for compliance with all applicable regulations? Are recently hired employees asked for suggestions to improve the process? 2.2.1 Recruiting and Selection 2.2 Does the integrator enforce a drug-free workplace? 2.1.10 Does the integrator have policies and procedures in place for addressing employee retention? 2.1.8 Does the integrator have established job descriptions which are effectively communicated to the employee and reflected in the employee files? 2.1.7 Administration 2.1 Human Resources Management 2
34. What defines a successful integrator? - CSIA’s eight practice areas Does the integrator have contract language to manage ownership of intellectual property? 3.3.17 Does the integrator have contract language to state ownership of application software? 3.3.16 Are requests for proposals, contracts, purchase orders, etc. that are prepared by the client specifically reviewed for words or phrases that unfairly allocate liability contrary to the policy of the integrator and its insurance ? 3.3.13 Does the integrator have standard commercial documents that address commercial issues, terms and conditions, billing policies and procedures (including per diem), and warranty? 3.3.12 Does the integrator have an administrative review and approval policy? 3.3.8 Do estimating and pricing policies and standards exist? 3.3.6 Are the basis of proposal and scope of work provisions clearly written to delineate what the integrator will do and will not do in order to minimize risk? 3.3.5 Does the integrator have guidelines for defining the precise scope of work and supply? Do they fairly represent the integrator’s capabilities? 3.3.4 Sales Management 3.3 Does the integrator have a practice for evaluating projects and clients prior to making a decision to pursue? 3.2.7 Is there a system in place to log, follow up, track and forecast bookings? 3.2.6 Does the integrator conduct business level planning with their client? Does this planning include the business goals as well as the technical architecture? 3.2.5 Business Development 3.2 Marketing, Business Development and Sales Management 3
35. What defines a successful integrator? - CSIA’s eight practice areas Does the job cost system require a forecast-to-complete? 4.5.5 Does the control systems integrator have a project control/job cost system to match the project size and level of project involvement? 4.5.1 Project Financial Reporting 4.5 Does the control systems integrator have a policy which establishes financial controls to ensure purchasing authorization and cash control responsibilities are isolated? 4.4.1 Management of Credit, Expenses, Cash, Purchasing and Security 4.4 Is A/R monitored and aged, with overdue accounts pursued with the necessary level of aggressiveness (i.e., frequent calls, service charges, etc.)? 4.3.4 Are procedures in place to ensure changes in scope and additions are billed properly? 4.3.1 Billing Procedures 4.3 Is cash flow forecast based on current and future requirements as related to lines of credit and cash? 4.2.4 Are budgets prepared to correspond with the financial statements? 4.2.2 Financial Planning 4.2 Are clients measured as to the profitability of projects? 4.1.6 Are financial systems in operation which provide an easy-to-follow audit trail for verification of all financial records using GAAP (Generally Accepted Accounting Practices)? 4.1.1 Measures of Financial Performance 4.1 Financial Management 4
37. What defines a successful integrator? - CSIA’s eight practice areas Site Acceptance Testing 6.10 Factory Acceptance Testing 6.6 Development 6.4 Design 6.3 Requirements 6.2 Internal Kickoff 6.1 System Development Lifecycle 6
38. What defines a successful integrator? - CSIA’s eight practice areas Are items in the reuse program legally protected? 7.7.5 Does the integrator have a formalized collection and control mechanism? Are the reuse assets managed in a controlled manner on a company-wide level? Are the elements well organized and easy to find? Are the reuse elements current and up-to-date? 7.7.2 Reuse Management 7.7 Does the integrator have a documented process for CM for projects? 7.6.3 Does the integrator have a documented process for CM of internal assets, including items such as policies, procedures, standards and templates? 7.6.2 Configuration Management 7.6 Does the integrator have a formal process for identifying, and assessing potential risks? 7.5.2 Risk Management 7.5 Does the integrator have a documented method for the creation, performing, and updating of Project Methodologies? 7.3.3 Does the integrator have a documented guideline to differentiate project work from other billable activities? 7.3.2 Project Methodologies 7.3 Does the integrator have communication Standards and Templates? Do they include transmittals, faxes and e-mail? 7.2.3 Standards and Templates 7.2 Does the integrator have a systematic approach to the development and maintenance of key business processes? 7.1.1 Process Development and Maintenance 7.1 Supporting Activities 7
39. What defines a successful integrator? - CSIA’s eight practice areas Does the control systems integrator have an internal project quality assurance program? Are project quality audits performed? 8.4.1 Project Quality Assurance 8.4 Does the control systems integrator have an established procedure to deal with complaints, and follow through to ensure that the problems have been resolved to the customer’s satisfaction? 8.3.4 Client Service 8.3 Does the control systems integrator verify and document that the client is satisfied with the project? 8.2.1 Client Satisfaction Measurement 8.2 Does company perform in-house safety inspections and audits? 8.1.7 Does the integrator verify and document that its own policies, practices, and standards are followed for all process areas? How do they handle corrective action? 8.1.3 Is the integrator's culture such that improvement is continuously sought? Is there a continuous improvement program in place? 8.1.1 Continuous Measurable Improvements 8.1 Quality Assurance Management 8
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42. Where do we all fit in? Product Service Tangible Intangible Transactions Projects In Stock Just In Time Supplier Distributor System Integrator Retailer MRO Counter Sales Rep SW Solutions Distr Control Panel Builder Automation SI Specifying Engineer Control Hardware Manufacturer Software Manufacturer IT / Mfg Consultant