This document lists the names and titles of 4 people: Joe Sofia as Division Manager, Jody Wood as Meal Coach, Jordan LaFramboise as Sage of Wizardry & Innovation, and Olya Kenney as UX Specialist.
Cisco created a best workplace for millennials by focusing on high-trust culture, great leaders, and support for real-life needs. The document discusses Cisco's efforts to build trust through mental health initiatives, volunteer time off, emergency time off, and fair pay. It emphasizes the importance of great leaders who have regular check-ins with their teams. Cisco also provides support for student loan repayment, childcare needs like paid parental leave, and eldercare assistance. The goal is to design a workplace that meets the needs of all generations, especially millennials who will make up 75% of the workforce by 2025.
The document discusses creating an inclusive future through diversity and inclusion. It outlines the value of diversity and inclusion for business, examines unconscious bias and how it can impede diversity, and provides actions companies can take to mitigate unconscious bias, such as training, building an inclusive culture and processes, and using technology. The future of diversity and inclusion is envisioned to be data-driven, utilize structural solutions, have a global focus and long-term investments.
This document summarizes a discussion on diversity and inclusion. The topics discussed were: how to prepare for an economic recession through focusing on employees, how to conduct an organizational restructure while maintaining trust and diversity, and how to enable all employees to feel comfortable bringing their full selves to work. Attendees discussed what D&I means to them and its importance. Subsequent discussions focused on how equity builds business success, how restructurings can worsen gaps, and how low trust perpetuates low trust. The document provides approaches to starting conversations around these issues.
This document summarizes SAP's Autism at Work program, which aims to hire and support people on the autism spectrum. Some key points:
1) SAP launched Autism at Work in 2013 with a vision of tapping into an underutilized talent pool while promoting inclusion and diversity.
2) The global program now includes over 175 employees across 15 countries, offering a variety of full-time, part-time, and internship roles in functions like software development, IT, and customer support.
3) SAP sees benefits for its business, including innovating through diverse perspectives, addressing the growing skills gap, and improving employee engagement and retention. The program also aims to positively impact people's
Final reflections connections new directions 1 Kam Kazemi
This document outlines a mission to build a better world by helping organizations become great places to work for all. It emphasizes connecting, innovating and leading to achieve the goal of making workplaces inclusive for everyone. The core message is using connection, innovation and leadership to create workplaces that are welcoming and supportive of all people.
This document summarizes findings from the largest global workplace study involving over 11.5 million employees across 10,000 companies in 90 countries. Some key findings include: 46% of the global workforce did not experience behaviors typical of great workplaces; the world's best workplaces outperform others in retention, productivity, and collaboration; and the characteristics of the best workplaces vary by region, with an emphasis on community in North America, safety in Latin America, fairness in Europe, and sustainability in Asia. The document also profiles several data scientists and executives from Great Place to Work who were involved in the research.
The document discusses Workiva's journey as a Great Place to Work, including strong GPTW survey results from 2016-2019. It outlines plans to leverage the results to drive culture, including creating action plans, culture branding, transparency, and continuous improvement. Workiva's investments in culture and employment branding have led to increased growth, lower turnover, and strong business results.
Unscripted -improv leadership workshop for all summit 2020--final finalKam Kazemi
The document discusses how improvisation techniques can improve innovation and leadership. It advocates adopting a "Yes, And" approach to turn individual ideas into shared ideas that everyone contributes to. This helps build engagement, psychological safety and shared ownership that drives more creative outcomes. The document provides exercises for groups to practice improvisation and building on each other's ideas. It argues that "Yes, And" can benefit various functions from marketing to conflict resolution and cultivate an innovative culture where all people and ideas are valued.
Cisco created a best workplace for millennials by focusing on high-trust culture, great leaders, and support for real-life needs. The document discusses Cisco's efforts to build trust through mental health initiatives, volunteer time off, emergency time off, and fair pay. It emphasizes the importance of great leaders who have regular check-ins with their teams. Cisco also provides support for student loan repayment, childcare needs like paid parental leave, and eldercare assistance. The goal is to design a workplace that meets the needs of all generations, especially millennials who will make up 75% of the workforce by 2025.
The document discusses creating an inclusive future through diversity and inclusion. It outlines the value of diversity and inclusion for business, examines unconscious bias and how it can impede diversity, and provides actions companies can take to mitigate unconscious bias, such as training, building an inclusive culture and processes, and using technology. The future of diversity and inclusion is envisioned to be data-driven, utilize structural solutions, have a global focus and long-term investments.
This document summarizes a discussion on diversity and inclusion. The topics discussed were: how to prepare for an economic recession through focusing on employees, how to conduct an organizational restructure while maintaining trust and diversity, and how to enable all employees to feel comfortable bringing their full selves to work. Attendees discussed what D&I means to them and its importance. Subsequent discussions focused on how equity builds business success, how restructurings can worsen gaps, and how low trust perpetuates low trust. The document provides approaches to starting conversations around these issues.
This document summarizes SAP's Autism at Work program, which aims to hire and support people on the autism spectrum. Some key points:
1) SAP launched Autism at Work in 2013 with a vision of tapping into an underutilized talent pool while promoting inclusion and diversity.
2) The global program now includes over 175 employees across 15 countries, offering a variety of full-time, part-time, and internship roles in functions like software development, IT, and customer support.
3) SAP sees benefits for its business, including innovating through diverse perspectives, addressing the growing skills gap, and improving employee engagement and retention. The program also aims to positively impact people's
Final reflections connections new directions 1 Kam Kazemi
This document outlines a mission to build a better world by helping organizations become great places to work for all. It emphasizes connecting, innovating and leading to achieve the goal of making workplaces inclusive for everyone. The core message is using connection, innovation and leadership to create workplaces that are welcoming and supportive of all people.
This document summarizes findings from the largest global workplace study involving over 11.5 million employees across 10,000 companies in 90 countries. Some key findings include: 46% of the global workforce did not experience behaviors typical of great workplaces; the world's best workplaces outperform others in retention, productivity, and collaboration; and the characteristics of the best workplaces vary by region, with an emphasis on community in North America, safety in Latin America, fairness in Europe, and sustainability in Asia. The document also profiles several data scientists and executives from Great Place to Work who were involved in the research.
The document discusses Workiva's journey as a Great Place to Work, including strong GPTW survey results from 2016-2019. It outlines plans to leverage the results to drive culture, including creating action plans, culture branding, transparency, and continuous improvement. Workiva's investments in culture and employment branding have led to increased growth, lower turnover, and strong business results.
Unscripted -improv leadership workshop for all summit 2020--final finalKam Kazemi
The document discusses how improvisation techniques can improve innovation and leadership. It advocates adopting a "Yes, And" approach to turn individual ideas into shared ideas that everyone contributes to. This helps build engagement, psychological safety and shared ownership that drives more creative outcomes. The document provides exercises for groups to practice improvisation and building on each other's ideas. It argues that "Yes, And" can benefit various functions from marketing to conflict resolution and cultivate an innovative culture where all people and ideas are valued.
Cisco created a best workplace for millennials by focusing on high-trust culture, great leaders, and support for real-life needs. They developed benefits like emergency time off, volunteer days, fair pay and student loan repayment assistance. Leaders are expected to have regular check-ins with their teams. The goal is to retain millennial talent, who will make up 75% of the workforce by 2025, by addressing what they most want in a workplace.
Move your leadership forward the for all trust mindset workshop 2020 summitKam Kazemi
The workshop aims to help participants develop a "For All Trust Mindset" through various exercises and discussions. It begins with an overview of trust mindsets, explaining they shape behavior and can be changed. Activities include participants trusting each other in a "car and driver" exercise and reflective listening discussions. The goal is for leaders to extend trust widely and deeply while maintaining empathy as power increases. A For All Trust Mindset is crucial for building psychological safety and successful, egalitarian leadership.
Leverage Certification summit culture u sessionKam Kazemi
This document discusses how companies can leverage their Great Place to Work Certification. It explains that certification is based on employee survey results and assesses workplace culture compared to the best companies. Certification benefits include improved recruitment by attracting more and higher quality candidates, increased employee retention and engagement. The document provides tips for companies to promote their certification through digital badges, social media, events and more in order to elevate their employer brand.
Lava pool edition final move your leadership forward the for all trust mindse...Kam Kazemi
This document outlines an agenda for a workshop on developing a trust mindset for leadership. The workshop guides discuss how trust mindsets are shaped by deep-seated beliefs and experiences. They can be categorized as calculated, cynical, loyalist, or generous based on how widely and deeply one extends trust. Developing a "For All" trust mindset of extending trust widely and deeply is important for building psychological safety, becoming a strong leader, and achieving business results like increased productivity, retention and learning. The workshop involves exercises like discussing a "Lava Pool Peril" trust exercise, listening to colleagues, and reflecting on one's own trust mindset to facilitate positive changes.
Gptw for all leadership in action summitKam Kazemi
This document discusses three key insights for diversity and inclusion (D&I) leaders. First, focusing on equity and inclusion prepares organizations to thrive during economic downturns. Second, restructuring strategies should maintain and elevate inclusion to avoid widening experience gaps. Third, high rates of employees preferring not to reveal identity details signals a lack of trust and inclusion, hindering innovation. The document provides strategies for D&I leaders to address these issues, such as monitoring key employee experiences, including diverse perspectives in restructuring, and using employee feedback to strengthen inclusion.
Great Place to Work certification validates a company's high-trust employee experience through a rigorous third-party assessment process. The process involves administering an employee survey, completing a culture brief, and for top companies, a culture audit. Certification makes companies eligible for prestigious Best Workplaces lists and provides marketing benefits to attract top talent while boosting business performance. Completing the three-step certification process within set timeframes results in official Great Place to Work certification and eligibility for recognition on Best Workplaces lists for one year.
This document discusses the concept of "For All Leadership" and key moments that define For All Leaders. It presents a five-level model for leadership experiences and their impact on employees and business results. Most workplaces have a deficit, with over half of leaders creating negative experiences for employees. For All Leaders stand out in key moments like informal interactions, uncomfortable discussions bringing diverse perspectives together, connecting work to a larger purpose, guiding through uncertainty, and investing in future growth. The document advocates that these types of leaders who foster genuine human connections are needed to drive better business performance outcomes.
This document summarizes a discussion on diversity and inclusion. The topics covered include preparing for an economic recession by investing in employees, maintaining diversity and trust during organizational restructuring, and enabling all employees to feel comfortable bringing their full selves to work. Attendees discussed how diversity and inclusion are important both ethically and for business success, innovation, and resilience during difficult times. Speakers then provided insights into key aspects of building an inclusive workplace culture and strategies for addressing common challenges.
This document discusses how to create a great workplace for parents. It provides data from over 4.5 million employees at 1,044 companies on the experiences of parents at work. The data shows that both mothers and fathers have greater commitment to their organization and find more meaning in their work when they have access to key programs like parental leave, flexible work schedules, and childcare benefits. Additionally, employees of all backgrounds, not just parents, have higher intent to stay at companies that encourage work-life balance. The document emphasizes that while programs are important, having inclusive leadership that supports all employees is the "secret sauce" for creating a truly great workplace for parents and others.
Dr. David Howes, President and CEO of Martin's Point Health Care, discusses conducting a cultural health check-up of one's organization. Martin's Point underwent its own check-up focused on values management, strategy/alignment, and culture as a differentiator. This led to improved metrics like increased revenue and customer growth as well as high employee satisfaction and customer effort/success ratings. Dr. Howes highlights the importance of measuring success through both metrics and customer impact.
Connecticut College is focused on connecting students to opportunities for innovation and leadership through their education. The college strives to provide an engaging learning environment that fosters creativity and prepares students to be leaders in their future careers and communities. Their motto of "Connect.Innovate.Lead" encapsulates Connecticut College's emphasis on networking, thinking outside the box, and developing leadership skills.
Atlassian's employer brand strategy focuses on content, partners, and platforms to engage candidates and tell its story. It establishes an employer value proposition centered on its culture of collaboration to craft a talent narrative. Atlassian measures areas like social engagement, surveys, and events to prove its employer brand's value beyond just cost per hire. The document provides three recipes for other companies - developing an employer value proposition from a candidate's perspective using traditional marketing funnels, equipping the brand to grow with an effective measurement strategy, and building authentic content.
This document discusses leading organizations through uncertainty and focuses on "For All Leadership". It introduces Nancy Ceseña, a data scientist at Great Place to Work, and Kristen McCammon, a research manager. The "For All Leadership Model" outlines five levels of leadership experience and key behaviors for "For All Leaders" who are better for the world, people, and business. The document promotes Great Place to Work's Emprising tool to quantify culture and benchmark companies, and advertises an upcoming session on "For All Leadership in Action".
The document discusses how Great Place to Work determines certification and rankings for best workplaces. It describes the methodology, which involves a large global study that surveys over 11.5 million employees across 10,000 companies in 90 countries. Companies are evaluated on 5 dimensions: trust, innovation, values, leadership effectiveness, and human potential. To be certified or make the best workplace lists, companies must meet survey distribution requirements, provide a culture brief, and may undergo an in-depth culture audit that examines distinguishing practices. The goal is to understand what drives companies' results and share best practices that benefit all employees.
The document discusses creating an inclusive future through diversity and inclusion. It outlines the value of diversity and inclusion for business, examines unconscious bias and how it can impede diversity, and provides actions companies can take to mitigate unconscious bias, such as training, building an inclusive culture and processes, and using technology. The future of diversity and inclusion is envisioned to be data-driven, have structural solutions embedded in company practices, take a global focus, and make long-term investments.
What are you blind spots conquering the 5 misconceptions that hold leaders ba...Kam Kazemi
This document discusses blind spots that can prevent effective leadership. It addresses five specific blind spots: purpose, story, engagement, trust, and truth. For each blind spot, it provides examples of how that blind spot negatively impacts organizations and insights into addressing the blind spot to transform leadership. The overall message is that recognizing and addressing these common blind spots can help organizations become higher performing through improved leadership.
Well being for all-why well-being is so critical for your organization pw-cKam Kazemi
This document appears to be the results of a wellness assessment that evaluates individuals across four categories: physical health, mental focus, spiritual purpose, and emotional optimism. Scores are given for each category and an overall score, with lower scores indicating higher levels of burnout and higher scores signifying greater levels of energy and well-being. Ranges are provided to describe an individual's overall wellness level based on their total score.
Turning innovation into action through innovation internal partnerships d_p...Kam Kazemi
Learning and development are critical for businesses and employees in today's changing work environment. A new report from LinkedIn found that ongoing learning leads to increased retention, productivity and career advancement. The report highlights the importance of employers prioritizing learning opportunities to help their workforce adapt to emerging skills and technologies.
Sustaining transformation building agile leaders genentechKam Kazemi
This document discusses the history and future of science. It notes that a biochemist and venture capitalist founded the company in 1976. It then lists leadership qualities and competencies like caring connection, fosters team play, collaborator, and mentoring and developing. Sources cited include McKinsey and Full Circle Group.
Retaining and engaging your employees through social innovation sasKam Kazemi
The document discusses using social listening to aid disaster response efforts for hurricanes Maria and Florence. It also mentions that SAS supports the Global Goals of the United Nations and lists traits that describe Generation Z, such as being entrepreneurial, open-minded, prudent, collaborative, loyal, and eager to build a better planet. The document contains several copyright notices from SAS Institute.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Cisco created a best workplace for millennials by focusing on high-trust culture, great leaders, and support for real-life needs. They developed benefits like emergency time off, volunteer days, fair pay and student loan repayment assistance. Leaders are expected to have regular check-ins with their teams. The goal is to retain millennial talent, who will make up 75% of the workforce by 2025, by addressing what they most want in a workplace.
Move your leadership forward the for all trust mindset workshop 2020 summitKam Kazemi
The workshop aims to help participants develop a "For All Trust Mindset" through various exercises and discussions. It begins with an overview of trust mindsets, explaining they shape behavior and can be changed. Activities include participants trusting each other in a "car and driver" exercise and reflective listening discussions. The goal is for leaders to extend trust widely and deeply while maintaining empathy as power increases. A For All Trust Mindset is crucial for building psychological safety and successful, egalitarian leadership.
Leverage Certification summit culture u sessionKam Kazemi
This document discusses how companies can leverage their Great Place to Work Certification. It explains that certification is based on employee survey results and assesses workplace culture compared to the best companies. Certification benefits include improved recruitment by attracting more and higher quality candidates, increased employee retention and engagement. The document provides tips for companies to promote their certification through digital badges, social media, events and more in order to elevate their employer brand.
Lava pool edition final move your leadership forward the for all trust mindse...Kam Kazemi
This document outlines an agenda for a workshop on developing a trust mindset for leadership. The workshop guides discuss how trust mindsets are shaped by deep-seated beliefs and experiences. They can be categorized as calculated, cynical, loyalist, or generous based on how widely and deeply one extends trust. Developing a "For All" trust mindset of extending trust widely and deeply is important for building psychological safety, becoming a strong leader, and achieving business results like increased productivity, retention and learning. The workshop involves exercises like discussing a "Lava Pool Peril" trust exercise, listening to colleagues, and reflecting on one's own trust mindset to facilitate positive changes.
Gptw for all leadership in action summitKam Kazemi
This document discusses three key insights for diversity and inclusion (D&I) leaders. First, focusing on equity and inclusion prepares organizations to thrive during economic downturns. Second, restructuring strategies should maintain and elevate inclusion to avoid widening experience gaps. Third, high rates of employees preferring not to reveal identity details signals a lack of trust and inclusion, hindering innovation. The document provides strategies for D&I leaders to address these issues, such as monitoring key employee experiences, including diverse perspectives in restructuring, and using employee feedback to strengthen inclusion.
Great Place to Work certification validates a company's high-trust employee experience through a rigorous third-party assessment process. The process involves administering an employee survey, completing a culture brief, and for top companies, a culture audit. Certification makes companies eligible for prestigious Best Workplaces lists and provides marketing benefits to attract top talent while boosting business performance. Completing the three-step certification process within set timeframes results in official Great Place to Work certification and eligibility for recognition on Best Workplaces lists for one year.
This document discusses the concept of "For All Leadership" and key moments that define For All Leaders. It presents a five-level model for leadership experiences and their impact on employees and business results. Most workplaces have a deficit, with over half of leaders creating negative experiences for employees. For All Leaders stand out in key moments like informal interactions, uncomfortable discussions bringing diverse perspectives together, connecting work to a larger purpose, guiding through uncertainty, and investing in future growth. The document advocates that these types of leaders who foster genuine human connections are needed to drive better business performance outcomes.
This document summarizes a discussion on diversity and inclusion. The topics covered include preparing for an economic recession by investing in employees, maintaining diversity and trust during organizational restructuring, and enabling all employees to feel comfortable bringing their full selves to work. Attendees discussed how diversity and inclusion are important both ethically and for business success, innovation, and resilience during difficult times. Speakers then provided insights into key aspects of building an inclusive workplace culture and strategies for addressing common challenges.
This document discusses how to create a great workplace for parents. It provides data from over 4.5 million employees at 1,044 companies on the experiences of parents at work. The data shows that both mothers and fathers have greater commitment to their organization and find more meaning in their work when they have access to key programs like parental leave, flexible work schedules, and childcare benefits. Additionally, employees of all backgrounds, not just parents, have higher intent to stay at companies that encourage work-life balance. The document emphasizes that while programs are important, having inclusive leadership that supports all employees is the "secret sauce" for creating a truly great workplace for parents and others.
Dr. David Howes, President and CEO of Martin's Point Health Care, discusses conducting a cultural health check-up of one's organization. Martin's Point underwent its own check-up focused on values management, strategy/alignment, and culture as a differentiator. This led to improved metrics like increased revenue and customer growth as well as high employee satisfaction and customer effort/success ratings. Dr. Howes highlights the importance of measuring success through both metrics and customer impact.
Connecticut College is focused on connecting students to opportunities for innovation and leadership through their education. The college strives to provide an engaging learning environment that fosters creativity and prepares students to be leaders in their future careers and communities. Their motto of "Connect.Innovate.Lead" encapsulates Connecticut College's emphasis on networking, thinking outside the box, and developing leadership skills.
Atlassian's employer brand strategy focuses on content, partners, and platforms to engage candidates and tell its story. It establishes an employer value proposition centered on its culture of collaboration to craft a talent narrative. Atlassian measures areas like social engagement, surveys, and events to prove its employer brand's value beyond just cost per hire. The document provides three recipes for other companies - developing an employer value proposition from a candidate's perspective using traditional marketing funnels, equipping the brand to grow with an effective measurement strategy, and building authentic content.
This document discusses leading organizations through uncertainty and focuses on "For All Leadership". It introduces Nancy Ceseña, a data scientist at Great Place to Work, and Kristen McCammon, a research manager. The "For All Leadership Model" outlines five levels of leadership experience and key behaviors for "For All Leaders" who are better for the world, people, and business. The document promotes Great Place to Work's Emprising tool to quantify culture and benchmark companies, and advertises an upcoming session on "For All Leadership in Action".
The document discusses how Great Place to Work determines certification and rankings for best workplaces. It describes the methodology, which involves a large global study that surveys over 11.5 million employees across 10,000 companies in 90 countries. Companies are evaluated on 5 dimensions: trust, innovation, values, leadership effectiveness, and human potential. To be certified or make the best workplace lists, companies must meet survey distribution requirements, provide a culture brief, and may undergo an in-depth culture audit that examines distinguishing practices. The goal is to understand what drives companies' results and share best practices that benefit all employees.
The document discusses creating an inclusive future through diversity and inclusion. It outlines the value of diversity and inclusion for business, examines unconscious bias and how it can impede diversity, and provides actions companies can take to mitigate unconscious bias, such as training, building an inclusive culture and processes, and using technology. The future of diversity and inclusion is envisioned to be data-driven, have structural solutions embedded in company practices, take a global focus, and make long-term investments.
What are you blind spots conquering the 5 misconceptions that hold leaders ba...Kam Kazemi
This document discusses blind spots that can prevent effective leadership. It addresses five specific blind spots: purpose, story, engagement, trust, and truth. For each blind spot, it provides examples of how that blind spot negatively impacts organizations and insights into addressing the blind spot to transform leadership. The overall message is that recognizing and addressing these common blind spots can help organizations become higher performing through improved leadership.
Well being for all-why well-being is so critical for your organization pw-cKam Kazemi
This document appears to be the results of a wellness assessment that evaluates individuals across four categories: physical health, mental focus, spiritual purpose, and emotional optimism. Scores are given for each category and an overall score, with lower scores indicating higher levels of burnout and higher scores signifying greater levels of energy and well-being. Ranges are provided to describe an individual's overall wellness level based on their total score.
Turning innovation into action through innovation internal partnerships d_p...Kam Kazemi
Learning and development are critical for businesses and employees in today's changing work environment. A new report from LinkedIn found that ongoing learning leads to increased retention, productivity and career advancement. The report highlights the importance of employers prioritizing learning opportunities to help their workforce adapt to emerging skills and technologies.
Sustaining transformation building agile leaders genentechKam Kazemi
This document discusses the history and future of science. It notes that a biochemist and venture capitalist founded the company in 1976. It then lists leadership qualities and competencies like caring connection, fosters team play, collaborator, and mentoring and developing. Sources cited include McKinsey and Full Circle Group.
Retaining and engaging your employees through social innovation sasKam Kazemi
The document discusses using social listening to aid disaster response efforts for hurricanes Maria and Florence. It also mentions that SAS supports the Global Goals of the United Nations and lists traits that describe Generation Z, such as being entrepreneurial, open-minded, prudent, collaborative, loyal, and eager to build a better planet. The document contains several copyright notices from SAS Institute.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
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/
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
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).
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
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At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
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The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...ABHILASH DUTTA
This presentation provides a thorough examination of Over-the-Top (OTT) platforms, focusing on their development and substantial influence on the entertainment industry, with a particular emphasis on the Indian market.We begin with an introduction to OTT platforms, defining them as streaming services that deliver content directly over the internet, bypassing traditional broadcast channels. These platforms offer a variety of content, including movies, TV shows, and original productions, allowing users to access content on-demand across multiple devices.The historical context covers the early days of streaming, starting with Netflix's inception in 1997 as a DVD rental service and its transition to streaming in 2007. The presentation also highlights India's television journey, from the launch of Doordarshan in 1959 to the introduction of Direct-to-Home (DTH) satellite television in 2000, which expanded viewing choices and set the stage for the rise of OTT platforms like Big Flix, Ditto TV, Sony LIV, Hotstar, and Netflix. The business models of OTT platforms are explored in detail. Subscription Video on Demand (SVOD) models, exemplified by Netflix and Amazon Prime Video, offer unlimited content access for a monthly fee. Transactional Video on Demand (TVOD) models, like iTunes and Sky Box Office, allow users to pay for individual pieces of content. Advertising-Based Video on Demand (AVOD) models, such as YouTube and Facebook Watch, provide free content supported by advertisements. Hybrid models combine elements of SVOD and AVOD, offering flexibility to cater to diverse audience preferences.
Content acquisition strategies are also discussed, highlighting the dual approach of purchasing broadcasting rights for existing films and TV shows and investing in original content production. This section underscores the importance of a robust content library in attracting and retaining subscribers.The presentation addresses the challenges faced by OTT platforms, including the unpredictability of content acquisition and audience preferences. It emphasizes the difficulty of balancing content investment with returns in a competitive market, the high costs associated with marketing, and the need for continuous innovation and adaptation to stay relevant.
The impact of OTT platforms on the Bollywood film industry is significant. The competition for viewers has led to a decrease in cinema ticket sales, affecting the revenue of Bollywood films that traditionally rely on theatrical releases. Additionally, OTT platforms now pay less for film rights due to the uncertain success of films in cinemas.
Looking ahead, the future of OTT in India appears promising. The market is expected to grow by 20% annually, reaching a value of ₹1200 billion by the end of the decade. The increasing availability of affordable smartphones and internet access will drive this growth, making OTT platforms a primary source of entertainment for many viewers.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!