Who Will Be the Rock Stars of Corporate Sustainability?Victoria Zelin
This article was written in January, 2010, based on my presentation at the conference, Science, Wisdom, and the Future: Humanity's Quest for a Flourishing Earth in 2009. Published as a book of the same name in 2012 by Collins Foundation Press as a compilation of essays by scientists, philosophers, economists, educators, activists, artists and business people.
http://www.collinsfoundationpress.com/
Leadership For Unprecedented Times (White Paper)Belfaz
Read Impact\'s thoughts on the qualities we think will be needed from leaders to embrace the new opportunities appearing in the changing economic landscape after the financial crisis and in the light of changes in legislation and attitudes that are likely to follow in the wake of climate change talks.
Who Will Be the Rock Stars of Corporate Sustainability?Victoria Zelin
This article was written in January, 2010, based on my presentation at the conference, Science, Wisdom, and the Future: Humanity's Quest for a Flourishing Earth in 2009. Published as a book of the same name in 2012 by Collins Foundation Press as a compilation of essays by scientists, philosophers, economists, educators, activists, artists and business people.
http://www.collinsfoundationpress.com/
Leadership For Unprecedented Times (White Paper)Belfaz
Read Impact\'s thoughts on the qualities we think will be needed from leaders to embrace the new opportunities appearing in the changing economic landscape after the financial crisis and in the light of changes in legislation and attitudes that are likely to follow in the wake of climate change talks.
You Have a Transformation Strategy, but is Your Organization Part of it?
I’m sure you’ve heard of gorilla glass. It’s probably on the front of your smartphone, and its strength has saved you from a broken phone more than once.
But it’s not just you and your smartphone that gorilla glass has saved. It also saved Corning Inc.The breakthrough product is the result of a cultural transformation at the specialty glass and ceramics maker.
For Peter Volanakis, Corning’s former COO, saving Corning was all about having the right culture in place. It was a culture that allowed a product like gorilla glass to lose money for 14 years before it found its way onto more than 100 million mobile devices. Inside this issue of Insigniam Quarterly, he shares the value of a company’s culture in transformative environments and offers his three keys to transforming culture.
While the Corning story is definitely instructional and inspirational, it’s far from unique. In our decades as international consultants, we’ve seen it time and time again. A company wants a breakthrough transformation. It wants to grow, but it can’t. Its culture is holding it back.
Throughout this issue, we talk about transformations, both big and small. From Delta Airlines buying its own oil refinery to control fuel costs to the keys to a successful merger. And at the center of each of these transformations is culture. Culture is the very core of how the people in an organization think, perceive opportunities, and behave, and it either supports a transformation initiative or culture stifles it.
As the saying goes, “Culture eats strategy for lunch.” It doesn’t matter how well thought out your plans are, if all the elements of your people are not on the same page with your strategic needs, then your initiative will be for naught.
Consider the company featured on our cover, Danone. For the French food products multinational, the culture change included a whole new leadership approach, adapting its culture to emerging markets and listening to its customers. Listening not in the cliché way that we all say we listen to customers. Danone is actually bringing them into the R and D process.
That was a bold step, but it was necessary if Danone wanted to be a global player. It’s time for a hard look at where you want to be and to ask yourself if it’s your corporate culture that’s preventing your breakthrough transformation from taking
flight.
Shideh Sedgh Bina
Founding Partner, Insigniam
Editor in Chief, Insigniam Quarterly
What we measure may deserve a shift in focus...Jyoti Pandey
Companies that are conscious of their social responsibility impact their bottom line in a positive way. My article on sustainability reporting in ethikos.
Cascade Capital Corporation honored #TeamMIELKE with two awards at the 2017 Business Growth Awards Akron/Canton. The Business Growth Awards recognize and honor businesses from our seven-county region that have achieved superior growth in sales and/or employment over the past five years.*
Congratulations to all the 2017 Honorees!
* Business must be located in Summit, Medina, Stark, Portage, Wayne, Ashland or Holmes counties to participate.
Finding the Factors that Fuel Growth
No one disputes the science behind Mother Nature’s growth process.
For plant life to flourish,the necessity of sunlight,water,and nutrients can’t be argued.
So why would we go about enterprise growth with any less certainty? After all, we have conducted thorough research to unearth the factors that lead companies to not just survive, but thrive.These prerequisites to growth can then be incorporated
at every level.
Take corporate culture, for instance. Some may think that culture is too intangible
to be molded.Yet our research, described in this issue, outlines nine specific facets of corporate culture and how they must be oriented for abundant growth.This,in turn, provides a clear road map for executives.
The same can be said for leadership.When executives fight inhibitory factors such as corporate myopia,and embrace risk and creative processes,growth through innovation is around the corner.
A quick glance at Fortune 500 companies reveals some truly exemplary case studies in growth, such as that of Cardinal Health, which ranks No. 22 on the esteemed list. Our in-depth interview with our cover subject, Donald Casey Jr., the CEO of the company’s medical segment, reveals how Cardinal Health has positioned itself for expansion during a time of unprecedented change in the healthcare industry. In many ways, Casey’s approach has taken into consideration the 10 disruptive forces in healthcare we identify in this issue,and Cardinal Health is now excelling into the future.
Even when an organization is riddled with apathy,suffering from dwindling profits, and facing a seemingly inevitable demise — we’ve found a fertile breeding ground for opportunity.We visit with turnaround expert and Arcadis U.S.CEO John Jastrem, who outlines what to do when it seems like the enterprise is out of options.
The truth is that, given the right tools and information, any company can take decisive
action that will lead to expansion.And in that vein,I present our spring 2015 issue,which considers the many sides of corporate growth from multiple perspectives. Dramatic growth only appears to be just out of reach,and here at Insigniam, we eagerly look forward to partnering with you in the journey to achieve new corporate goals.
Shideh Sedgh Bina
Founding Partner, Insigniam
Editor in Chief, Insigniam Quarterly
One first-timers learnings from the Sustainable Brands conference 2013, San Diego. A "Sustainability 101" for the uninitiated or those looking for a refresh.
Grassroots Corporate Philanthropy and the Employee ExperienceSarah Welstead
Grassroots corporate philanthropy - driven by employees and supported by employers - is on the rise. This paper discusses how corporate philanthropy is changing, how it affects employee engagement and loyalty, and how that in turn delivers a demonstrable ROI over the medium and long term.
2015 Sustainability Report - Business RoundtableKeenan Brugh
CEOs are leading their companies to adopt effective environmental and sustainable business practices. This report details how companies are pursuing innovative strategies to create jobs, grow the U.S. economy and sustain and enhance the quality of life in America and around the world.
Drawing on data from the past 5 years of performance of bank interest rates, the Dow Jones Average Index performance, growth in real estate median housing market and owning select franchise concepts; Dr. Robert Needham, presents "The Magic of Compound Businesses" vs "The Magic of Compound Interest".
LETTERS TO THE EDITORor Asia there might be enormous po-.docxLaticiaGrissomzz
LETTERS TO THE EDITOR
or Asia there might be enormous po-
tential but littie chance to demonstrate
it. That Clarebrough tries to illustrate
the superiority of the American spirit
through the image of a high-powered
European car-the brainchild of an en-
trepreneurial Italian family-stuck in an
American traffic jam strikes me as more
than a little odd.
Christian Kober
Director
Degussa
Shanghai, China
None of Our Business?
The commentaries in response to Rob-
erta A. Fusaro's case study "None of Our
Business?" (December 2004) all sailed
past an obvious flaw. KK Incorporated's
plan to increase sales using radio fre-
quency identification tags is depen-
dent not only on technology but also
on store personnel welcoming custom-
ers by name and steering them to pre-
ferred items, as stated in the piece. The
store personnel described in the case do
not strike me as up to the task. Perhaps
KK would get more bang for its buck, as
well as fewer ethical or legal entangle-
ments, by tackling its staff motivation
and incentive problems.
Kathlene Collins
Publisher
Inside Higher Ed
Washington, DC
Overloaded Circuits: Why Smart
People Underperform
I read with interest Edward M. Hallow-
ell's article, "Overloaded Circuits: Why
Smart People Underperform," in the
January 2005 issue. The author's term
"attention deficit trait," or ADT, reminds
me of what we in the IT industry used to
cair'thrashing."
In the world of computers, parallel
processing is performed by a central
processor that switches back and forth
quickly among several tasks, doing a lit-
tle bit of each task one at a time. This ac-
tion is performed so rapidly that, to the
observing eye, it appears as if the com-
puter is performing several tasks simul-
taneously. In the old days, a mainframe
computer's hard drive could get so over-
loaded with jobs that it could end up
spending all of its time switching be-
tween tasks without processing any of
them, resulting in thrashing. This phe-
nomenon could bring an entire system
to a grinding halt.
Colleagues in my old IT department
used to measure each other's personal
thrashing levels. The simplest solution,
as with our old mainframe computer
systems, was quite obvious: Take on
fewer tasks, or delegate more to others.
ADT sufferers who want to cut down
on their thrashing levels would do well
to try this approach.
Steve O'Hearn
Vice President
Sysorex
Vienna, Virginia
HOUD U P H T O MlRrtpR ^ANSWER HONESTLY
n !
A Simple question And one that gnaws at you kefepmg^you up at mght But with the right knowledge
you can lead motivate and inspire your team Wharton Executive Education is renowned for a curriculum
• that's.a!s"intensive ais it is valuable! Proven leader̂ sKi)) methods. Key insight. Cutting-edge techniques.-,'
, Grdat leaders never stop growing.,Wiil you? ,' ', .' , > '
exscwtivE PHOGBAMS
iNegstisfioAWorfcshopf i>.$ib«i«grcTMnkfng and Management
nijIig. for Advantage* for iCdmpetitive Advantage
^4v; -29,20195 November 7 - « , 20Q5.
Insights from the World Economic Forum in Davos, where world leaders discussed the importance of emerging markets and how technology is changing the way we connect with each other.
Advertising world wide stunts 2011 |Q2 Ayman Sarhan
my contribution for creative rights protection and creativity inspiration .. be innovative.. be hungry .. there is a Steve Jobs inside each one of us ... let the mother fucker out
You Have a Transformation Strategy, but is Your Organization Part of it?
I’m sure you’ve heard of gorilla glass. It’s probably on the front of your smartphone, and its strength has saved you from a broken phone more than once.
But it’s not just you and your smartphone that gorilla glass has saved. It also saved Corning Inc.The breakthrough product is the result of a cultural transformation at the specialty glass and ceramics maker.
For Peter Volanakis, Corning’s former COO, saving Corning was all about having the right culture in place. It was a culture that allowed a product like gorilla glass to lose money for 14 years before it found its way onto more than 100 million mobile devices. Inside this issue of Insigniam Quarterly, he shares the value of a company’s culture in transformative environments and offers his three keys to transforming culture.
While the Corning story is definitely instructional and inspirational, it’s far from unique. In our decades as international consultants, we’ve seen it time and time again. A company wants a breakthrough transformation. It wants to grow, but it can’t. Its culture is holding it back.
Throughout this issue, we talk about transformations, both big and small. From Delta Airlines buying its own oil refinery to control fuel costs to the keys to a successful merger. And at the center of each of these transformations is culture. Culture is the very core of how the people in an organization think, perceive opportunities, and behave, and it either supports a transformation initiative or culture stifles it.
As the saying goes, “Culture eats strategy for lunch.” It doesn’t matter how well thought out your plans are, if all the elements of your people are not on the same page with your strategic needs, then your initiative will be for naught.
Consider the company featured on our cover, Danone. For the French food products multinational, the culture change included a whole new leadership approach, adapting its culture to emerging markets and listening to its customers. Listening not in the cliché way that we all say we listen to customers. Danone is actually bringing them into the R and D process.
That was a bold step, but it was necessary if Danone wanted to be a global player. It’s time for a hard look at where you want to be and to ask yourself if it’s your corporate culture that’s preventing your breakthrough transformation from taking
flight.
Shideh Sedgh Bina
Founding Partner, Insigniam
Editor in Chief, Insigniam Quarterly
What we measure may deserve a shift in focus...Jyoti Pandey
Companies that are conscious of their social responsibility impact their bottom line in a positive way. My article on sustainability reporting in ethikos.
Cascade Capital Corporation honored #TeamMIELKE with two awards at the 2017 Business Growth Awards Akron/Canton. The Business Growth Awards recognize and honor businesses from our seven-county region that have achieved superior growth in sales and/or employment over the past five years.*
Congratulations to all the 2017 Honorees!
* Business must be located in Summit, Medina, Stark, Portage, Wayne, Ashland or Holmes counties to participate.
Finding the Factors that Fuel Growth
No one disputes the science behind Mother Nature’s growth process.
For plant life to flourish,the necessity of sunlight,water,and nutrients can’t be argued.
So why would we go about enterprise growth with any less certainty? After all, we have conducted thorough research to unearth the factors that lead companies to not just survive, but thrive.These prerequisites to growth can then be incorporated
at every level.
Take corporate culture, for instance. Some may think that culture is too intangible
to be molded.Yet our research, described in this issue, outlines nine specific facets of corporate culture and how they must be oriented for abundant growth.This,in turn, provides a clear road map for executives.
The same can be said for leadership.When executives fight inhibitory factors such as corporate myopia,and embrace risk and creative processes,growth through innovation is around the corner.
A quick glance at Fortune 500 companies reveals some truly exemplary case studies in growth, such as that of Cardinal Health, which ranks No. 22 on the esteemed list. Our in-depth interview with our cover subject, Donald Casey Jr., the CEO of the company’s medical segment, reveals how Cardinal Health has positioned itself for expansion during a time of unprecedented change in the healthcare industry. In many ways, Casey’s approach has taken into consideration the 10 disruptive forces in healthcare we identify in this issue,and Cardinal Health is now excelling into the future.
Even when an organization is riddled with apathy,suffering from dwindling profits, and facing a seemingly inevitable demise — we’ve found a fertile breeding ground for opportunity.We visit with turnaround expert and Arcadis U.S.CEO John Jastrem, who outlines what to do when it seems like the enterprise is out of options.
The truth is that, given the right tools and information, any company can take decisive
action that will lead to expansion.And in that vein,I present our spring 2015 issue,which considers the many sides of corporate growth from multiple perspectives. Dramatic growth only appears to be just out of reach,and here at Insigniam, we eagerly look forward to partnering with you in the journey to achieve new corporate goals.
Shideh Sedgh Bina
Founding Partner, Insigniam
Editor in Chief, Insigniam Quarterly
One first-timers learnings from the Sustainable Brands conference 2013, San Diego. A "Sustainability 101" for the uninitiated or those looking for a refresh.
Grassroots Corporate Philanthropy and the Employee ExperienceSarah Welstead
Grassroots corporate philanthropy - driven by employees and supported by employers - is on the rise. This paper discusses how corporate philanthropy is changing, how it affects employee engagement and loyalty, and how that in turn delivers a demonstrable ROI over the medium and long term.
2015 Sustainability Report - Business RoundtableKeenan Brugh
CEOs are leading their companies to adopt effective environmental and sustainable business practices. This report details how companies are pursuing innovative strategies to create jobs, grow the U.S. economy and sustain and enhance the quality of life in America and around the world.
Drawing on data from the past 5 years of performance of bank interest rates, the Dow Jones Average Index performance, growth in real estate median housing market and owning select franchise concepts; Dr. Robert Needham, presents "The Magic of Compound Businesses" vs "The Magic of Compound Interest".
LETTERS TO THE EDITORor Asia there might be enormous po-.docxLaticiaGrissomzz
LETTERS TO THE EDITOR
or Asia there might be enormous po-
tential but littie chance to demonstrate
it. That Clarebrough tries to illustrate
the superiority of the American spirit
through the image of a high-powered
European car-the brainchild of an en-
trepreneurial Italian family-stuck in an
American traffic jam strikes me as more
than a little odd.
Christian Kober
Director
Degussa
Shanghai, China
None of Our Business?
The commentaries in response to Rob-
erta A. Fusaro's case study "None of Our
Business?" (December 2004) all sailed
past an obvious flaw. KK Incorporated's
plan to increase sales using radio fre-
quency identification tags is depen-
dent not only on technology but also
on store personnel welcoming custom-
ers by name and steering them to pre-
ferred items, as stated in the piece. The
store personnel described in the case do
not strike me as up to the task. Perhaps
KK would get more bang for its buck, as
well as fewer ethical or legal entangle-
ments, by tackling its staff motivation
and incentive problems.
Kathlene Collins
Publisher
Inside Higher Ed
Washington, DC
Overloaded Circuits: Why Smart
People Underperform
I read with interest Edward M. Hallow-
ell's article, "Overloaded Circuits: Why
Smart People Underperform," in the
January 2005 issue. The author's term
"attention deficit trait," or ADT, reminds
me of what we in the IT industry used to
cair'thrashing."
In the world of computers, parallel
processing is performed by a central
processor that switches back and forth
quickly among several tasks, doing a lit-
tle bit of each task one at a time. This ac-
tion is performed so rapidly that, to the
observing eye, it appears as if the com-
puter is performing several tasks simul-
taneously. In the old days, a mainframe
computer's hard drive could get so over-
loaded with jobs that it could end up
spending all of its time switching be-
tween tasks without processing any of
them, resulting in thrashing. This phe-
nomenon could bring an entire system
to a grinding halt.
Colleagues in my old IT department
used to measure each other's personal
thrashing levels. The simplest solution,
as with our old mainframe computer
systems, was quite obvious: Take on
fewer tasks, or delegate more to others.
ADT sufferers who want to cut down
on their thrashing levels would do well
to try this approach.
Steve O'Hearn
Vice President
Sysorex
Vienna, Virginia
HOUD U P H T O MlRrtpR ^ANSWER HONESTLY
n !
A Simple question And one that gnaws at you kefepmg^you up at mght But with the right knowledge
you can lead motivate and inspire your team Wharton Executive Education is renowned for a curriculum
• that's.a!s"intensive ais it is valuable! Proven leader̂ sKi)) methods. Key insight. Cutting-edge techniques.-,'
, Grdat leaders never stop growing.,Wiil you? ,' ', .' , > '
exscwtivE PHOGBAMS
iNegstisfioAWorfcshopf i>.$ib«i«grcTMnkfng and Management
nijIig. for Advantage* for iCdmpetitive Advantage
^4v; -29,20195 November 7 - « , 20Q5.
Insights from the World Economic Forum in Davos, where world leaders discussed the importance of emerging markets and how technology is changing the way we connect with each other.
Similar to TIDE-- What It Takes To Be a TOP Marketer (20)
Advertising world wide stunts 2011 |Q2 Ayman Sarhan
my contribution for creative rights protection and creativity inspiration .. be innovative.. be hungry .. there is a Steve Jobs inside each one of us ... let the mother fucker out
My role as a Marketing Communications Practitioner involves working from agency side on preparing highly effective campaigns tailored towards the needs of the client and responsible for preparing and delivering pitches and presentations aimed at securing new business.
As a “Brand Ambassador” - throughout the campaign process- it is my responsibility to work closely with creative / media/ production suppliers to ensure that strategy and campaign developed in accordance with the client’s brief and budget. There are usually deadlines that have to be achieved so it’s important that close relationships are developed with the client to ensure any possible problems or disagreements are resolved swiftly. Additionally, it is important to ensure that the client is appropriately invoiced for the advertising service provided so accurate records of expenditure and hours worked must be maintained.
As a “Brand steward” , once the advertising campaign is launched, it is then necessary to monitor its level of success and update the client accordingly.
We build trucks for life that delivers on profitability use-ability and dependability.
In order to connect quickly with its target audience, we will center our marketing drive on being focused on positioning and selling the brand as the one that’s provide flexible drivability to increase depth and breadth commercial users.
A new report from Spot On Public Relations has confirmed that there are more subscribers to social media service Facebook in the Middle East and North Africa (MENA) than there are copies of newspapers circulated in the region. The report, ‘Middle East and Africa Facebook Demographics’, shows Facebook has over 15 million users in the region, while the total regional Arabic, English and French newspaper circulation stands at just under 14 million copies.
Free eBook - Beyond Fun: Serious Games and MediaAyman Sarhan
This book focuses on strategies for applying games, simulations and interactive experiences in learning contexts. The contributors orchestrated this collection together, reading and writing as a whole so that concepts resonate across articles. Throughout, the promises and problems of implementing games and media in learning experiences are explored.
In a year where the global economic crisis has made its presence felt, Mintel predicts the seven key consumer behaviour trends for the year ahead, looking at how adversity has created a new set of value systems.
While in 2009 fear played an important role in shaping consumer behaviour, 2010 will see a return of confidence and adaptation to overcome the restraints previously imposed on consumers.
Learn how the following trends are evolving:
Resilience
Reviewing and Re-evaluating
Prove it – Accountability
Escapism
Media Evolution
Ethical Responsibility
Stability
An exploration into service design strategy within automotive retailing.Ayman Sarhan
Service design is a system of thoughtfully executed customer interactions. Chris Bedford and Anson Lee explain that it is
a discipline that has been around for some time, becoming a critical element in what is now referred to as the experience economy. In this context, they analyze a spectrum of design strategies they developed for an auto dealership in Vancouver that, within a year of execution, contributed to a 28 percent
increase in sales.
We're looking for people, businesses, and non-profits with ideas that will have a positive impact. Look around your community and think about how you want to change it.
http://www.refresheverything.com
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.
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.
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/
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
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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:
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➢ 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."
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...
TIDE-- What It Takes To Be a TOP Marketer
1. TIDE: What It
Takes To Be a
Top Marketer
April 18, 2009
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2. The Procter & Gamble headquarters in downtown Cincinnati is known
locally as the Two Towers. Built in 1985, the twin, octagon-topped
buildings are sheathed in untold tons of white limestone and soar 17
stories into the Midwestern sky. From the outside, a visitor might
guess that P&G could be a prosperous insurance company, but the
appearance is deceptive. The company owes its 172-year history to
fostering a culture of innovation and that means its legacy depends on
risk-takers and innovators, albeit ones that work within a somewhat
rigid corporate framework.
Years ago, Suzanne Watson thrived in a similar environment that was
bound by inelastic rules, but rewarded improvisation and quick
thinking: the basketball court. Watson was an “Orange Woman,” a
guard on the NCAA Division I women‟s basketball team at Syracuse
University. Now she applies those qualities to one of the highest profile
jobs in marketing—managing P&G‟s Tide brand. Recruiter Howard
Gross, managing director of Boyden Global Executive Search in New
York, says people in Watson‟s position need to have qualities that are
similar to a succesful athlete, including being “comfortable being in the
limelight, and being held accountable, and, most importantly, being
able to tolerate pressure.”
Ed Tazzia, a recruiting exec at Gundersen Partners in Detroit, agrees.
“The marketing in [the P&G] environment is the driver of business,” he
says. “In other companies, it‟s driven by operations, finance … where the primary driver is the management of
risks: „How much can I charge? Who should get a credit card?‟ In packaged goods, no matter if it‟s detergent or fine
fragrances or health and beauty aids, the consumer packaged goods companies are driven by marketing people.”
Watson, now 34 and a mother of two, still has more than a trace of the confidence derived from being a star
athlete. On a recent February morning, Watson emerged from an elevator at P&G headquarters sporting a pair of
leopard-print pumps and a snug, black turtleneck. That day, she exhibited the ability to think on her feet in several
instances and admitted that her dynamism, sometimes, has its downside. “I‟m so energized by seeing change and
moving things forward that sometimes,” Watson says, “I‟m eager to move a bit faster than my feet can carry me.”
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3. Watson needs all the mental bandwidth she can muster. Tide has some $3.5 billion in annual sales, but growth is
threatened by the economy—consumers are tempted to switch to cheaper laundry detergents. For the 52 weeks
ending Jan. 25, Tide topped the liquid laundry detergent category with $1.3 billion in sales, but its other variants,
such as Tide Simple Pleasures, fell 43 percent, or $36 million in sales, per IRI. Private label posted much bigger
gains, up 23.4 percent in dollar sales, or $115 million, for the same period.
“People feel comfortable with Tide,” concedes Paul Leinwand, vp with consulting firm Booz & Co., Chicago. “But a
good percentage of people [using a less expensive brand] might just as easily say, „That product experience was
fine, my clothes are clean, I saved money.‟” Like any marketer, Watson is presented with an infinite array of media
choices—TV, print, social media, radio, mobile, etc.—that makes supporting a brand like Tide arguably much harder
than it was 10 years ago.
This morning, Watson‟s workday starts in a seventh-floor “huddle room.” A space big enough for only four people, a
table and an erasable marker board, these glass-enclosed conference rooms are all over P&G‟s marketing floors.
Just around the corner is Watson‟s workstation—bare for the most part, save for a finger painting by her daughter,
Naomi, and some Tide mock-up boxes lying around. (At P&G, side-by-side cubicles are meant to encourage “open
collaboration” among colleagues). In the huddle, Watson is sitting with fellow P&Ger Rodrigo Coronel, her new
digital mentor. Watson has never met Coronel before, which makes this a good time to outline her recession-era
vision for the brand, one that depends on linking Tide with social good. The idea is human life requires four basic
elements—and you can count on Tide for one of them.
“Food, water, shelter—and clothing,” Watson chirps,
moments after the meeting, ticking off survival
requirements on her fingers. “Clothing is one necessity Tide
can deliver on,” she explains. “When things are bad, food,
water and shelter are essentials. But being able to put a
fresh T-shirt over your head? That is a small miracle, a ray
of hope that things are going to be OK.” Just for emphasis,
Watson holds a big jug of Tide aloft.
The idea of bolstering branded goods with philanthropy isn‟t
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4. new, but it‟s an increasingly popular option in a down economy. During this year‟s Academy Awards, Frito-Lay ran
ads for its TrueNorth nut brand, spotlighting people who have started community service projects. Kellogg‟s Super
Bowl ad was all about encouraging moms to nominate local playing fields for renovation. “With President Obama we
are ushering in an era of service. Community service is bigger than green,” says Simon Sinek, president of Sinek
Partners, a branding consultancy.
Still, when consumers are in penny-pinching mode, such an argument is hardly a cure-all. Coronel knows as much.
In an economic downturn, he says, consumers aren‟t just choosing between “Tide and the competition,” but “Tide
and a fancy dinner, or Tide and something else.” As such, Watson and Tide are both looking for new ways to talk
about value—including via digital platforms, which is what Coronel is here to discuss.
Watson seems more excited than daunted by the prospect. “One of the things I have a lot of passion and energy for
is, „How do we connect with the consumer?‟” she says.
Watson‟s kinetic energy is no act. Watson‟s head, however, is all business. After earning her MBA at the University
of Michigan, she joined P&G as an assistant brand manager for Era in 2001. She never left. She also never forgot
the aptitudes of the basketball court, so you might say that Watson now plays every position for Tide‟s team. As
associate marketing director, she‟s responsible for everything from marketing and research to focus groups and
finance.
And Tide is more than an important, heritage brand (see “Six Decades of Suds,” below); it‟s also a farm team for
P&G leadership. A.G. Lafley, the company‟s CEO since 2000, had stewardship of the brand in his early years. So,
too, did Susan Arnold, P&G‟s first female company president, who recently retired. Watson‟s supervisor, Alessandro
Tosolini, also came from Tide, and he has since assumed oversight of North American fabric care.
It‟s a position that requires an ability to think ahead, while also navigating the present. As Watson puts it: “It‟s a
balance of the fundamentals with pushing that envelope towards innovation.”
Such innovation during her tenure has come via variants like Tide Coldwater (energy efficiency through the use of
cold-water cleaning), Tide with Febreze Freshness (a union of two of P&G‟s most successful brands) and, most
recently, Tide Total Care, launched in partnership with sibling fabric softener Downy.
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5. Though many of those innovations involved cross-brand synergy (i.e., adding Febreze or another P&G product to
the mix), Watson‟s current marketing challenge is more about simplifying the message behind the core one. “I
really try to distill it to its simplest form, which is, „What is the consumer need?‟”
Right now, she knows the need is stretching the family budget. Though her past launches came in advance of the
official recession, she‟s been working on that theme for quite some time. For example, Tide Total Care, launched
last summer, claims to keep clothes looking new even after 30 cycles through the washing machine. “Consumers
right now, more than ever, need ways and solutions to care for their clothes and have them last longer,” Watson
says. These days, she adds, Total Care helps moms “make more economical decisions on the outfits she and her
family wear everyday.” And with Tide in general, she says, the driving force of the marketing message must
continue to center on making a difference—palpable, financial—in people‟s lives.
Watson has been pondering this idea for much of the day, even during what passes for lunch: a nibble on a chip and
a few bites of a turkey sandwich, hold the mayo, no tomato. Thus far, skeptics of her vision for Tide have asked her
a question that, admittedly, has no easy answer: “Tide is a detergent,” she says of what cynics tell her. “How can it
help people? C‟mon.”
Watson‟s attempt to answer that question is the “Loads of Hope” program, a vision that‟s been honed into a much-
anticipated 30-second commercial spot by Saatchi & Saatchi. The screening was supposed to be at 1 p.m., until a
technical glitch in the video conference room. Watson‟s 1:30 appointment stayed put, a half-hour agency summit
recap with Tide brand manager Mark Christenson, who promises: “Saatchi‟s going to make a sizzling video.”
By 2 p.m., Watson and Christenson take seats in a chilly conference room, facing a screen where three agency
execs from Saatchi are in virtual attendance. Reps from pr firm DeVries and Starcom MediaVest Group, Tide‟s media
buying agency, are listening on the line. As soon as Pete Carter, the advertising development director on Tide, takes
his seat, Watson begins: “As we think about this video, keep in mind there are
over 5 million Americans displaced from their homes each year due to natural
disasters. It deprives them of basic human needs such as fresh clothing,” she
says. Roll tape.
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6. The spot opens with unsettling footage of homes flattened to the ground by a hurricane; block after block of soaked
debris and torn-off roofs. Then, suddenly, into the picture backs a gleaming new tractor-trailer painted in Tide‟s
signature orange. The trailer, it turns out, is a rolling laundromat, equipped with 20 washer/drier units, interspersed
by shelves stocked with huge jugs of Tide. “Every year, millions of Americans face disaster,” intones the narrator.
“That‟s why we created the Tide Loads of Hope program. A free laundry service that provides clean clothes to
families affected by disasters.”
The spot shifts over to footage of bedraggled but genuinely grateful people picking up their laundry from the truck.
“It feels so good to be able to know that I‟ve got clean clothes,” says one woman, her face creased with emotion.
“You don‟t know how very basic essentials are,” offers a second, “until you have none.”
Suddenly, Watson‟s claim that Tide is behind one of life‟s essentials doesn‟t seem so far-fetched.
Tide‟s Loads of Hope program originally started as a charity effort to serve victims of Hurricane Katrina. (That truck,
incidentally, has done more than 30,000 loads of laundry to date.) This month, however, Loads of Hope has spurred
new packaging for the Tide bottle—the screw-cap is a bright yellow—and a portion of sales now benefit victims of
natural disasters.
Even cynics might have a tough time arguing against the benefits of clean clothes when your house has been blown
down the street. As a piece of marketing, it‟s clearly affected people in this conference room.
“You guys feel good about that?” Watson asks when the video stops. “Yes, I like that a lot,” says the DeVries rep
over the phone. “It nearly made me cry. It‟s good,” says Mandy Earnshaw, the Tide relationship brand manager.
“Triple that emotion,” adds Christenson. “I like it a lot,” Carter says. After some discussion of the bottle color,
Carter brings the debate to its crux. “The question is,” he says, “Are people going to be touched and moved to want
to buy Tide?” Watson, after a pause to confirm with those gathered around her, says she thinks it will.
Judging by her reputation, that‟s not wishful thinking, either. Colleagues who work with Watson say she‟s unafraid
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7. to point out inconvenient truths. Christenson witnessed it from his first day. The two were on their way to a
progress meeting with a marketing partner, and “Suzanne was about two seconds walking in there when she spoke
very candidly about what our partner could be doing better,” he says. “She got straight to the point. She was
pushing him: „This is Tide and we have expectations,‟ but at the same time, she did that in a very positive and clear
way, and came back and did the same thing on our end. It was a very two-way, straightforward conversation. I
can‟t believe how quickly we got to the heart of the matter.”
“As a rule,” says Kash Shaikh, Tide‟s external relations manager who‟s worked with Watson for nearly four years,
“what Suzanne does is take in advice and coaching from people at senior and junior levels, and multidigest their
recommendations, and [then] is able to internalize and balance that with her gut, instincts and perception.”
Another key to Watson‟s efficacy on the job is optimism—marketing isn‟t a field for crêpe hangers. Rather than
sensing doom in widespread layoffs and a drop in consumer spending, Watson sees the current times as an
opportunity. The detergent category, she insists, “is in a healthy state of growth.” How‟s that? Cultural trends like
eco-friendliness and the development of new cleaning technologies are giving what used to be just laundry a chance
to be trendy in the consumer‟s mind. Watson cites Tide‟s Swash—a line of sprays and atomizers that refresh and
unwrinkle clothing without a formal washing—as an example.
Whether Loads of Hope will, in the end, succeed is anyone‟s guess. But for now, the day is fading outside the
seventh floor windows, and Watson (who‟s managed only a few bites of a now-soggy turkey sandwich in between
her incessant phone calls, meetings and general running around) is clearly pleased with what she‟s seen today.
Though perhaps her colleagues don‟t notice it, Watson has a curious habit of picking up Tide bottles left around the
office and looking at them lovingly, almost as though they‟re babies.
Which, of course, for a marketer, they are. “Whenever I‟m in a decision mode and there are different pros and cons,
and things we‟re weighing,” she says, “it always comes down to this: „If you do right by the consumer, you will
always do right.‟ It has served me well in my career.”
Six Decades of Suds
Sometime in the early summer of 1945, Procter & Gamble executives gathered for a top-secret demonstration of a
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8. product that had been in the lab for years. Known internally as Project X, it was one part alkyl sulfate and three
parts sodium tripolyphosphate. Project X was the answer to one of the most nagging household problems of modern
times: The fact that ordinary soap did not wash clothes well in hard water, which is what most American homes of
the period had. The fluffy, granular product demonstrated in the room that day was the world‟s first successful
synthetic detergent. And once the marketing folks got a hold of it, Project X had a new name: Tide.
Though Tide is still heralded as an historic chemical breakthrough—and indeed, it was—
marketing is what put Tide on the map. Realizing that competitors Lever Brothers and
Colgate were seeking a similar game-changing product, P&G execs sped up the R&D while
shrewdly timing Tide‟s 1946 release with the exploding postwar popularity of the home
washing machine. P&G marketers quietly inked deals with several manufacturers to include a
box of Tide inside every new washer shipped. (Such deals, today, are forbidden by the
Federal Trade Commission.)
Though nobody‟s sure where the name “Tide” came from, the vivid orange box and bull‟s-eye logo were adopted
early, and have stayed, with a few minor tweaks, ever since. Early marketing billed Tide as “a Washday Miracle”
that would get clothes “cleaner than soap” could. The slogan “Oceans of Suds”—required to explain the Tide name
in the early days—eventually gave way to more modern ones, including “Cleans down to the fiber” and “Tide‟s in …
Dirt‟s out.”
By the time the 1950s rolled around, Tide had cornered a 30 percent share of the laundry market. It‟s been the No.
1 selling detergent since.
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