The document discusses e-marketing planning and provides guidance on creating an e-marketing plan. It introduces the SOSTAC framework for e-marketing planning and emphasizes the importance of situation analysis, including demand analysis, competitor analysis, intermediary analysis, and an internal marketing audit. These analyses provide critical inputs to define objectives, strategies and tactics for the e-marketing plan. The document also notes that a separate e-marketing plan is typically required to fully capture online marketing opportunities and customer demand.
Accenture white paper developing indirect channelsbChannels
1) Indirect sales channels can help companies boost revenue and maintain profitability during challenging economic times when deal sizes tend to be smaller, by lowering costs compared to direct channels and helping expand market coverage.
2) To fully realize the benefits of indirect channels and build a channel that sustains high performance, companies must take a structured, analytical approach to selecting partners, bringing them onboard effectively, and closely managing performance.
3) Accenture's research identified a 5-step approach to developing indirect channels successfully, including analyzing cost structures and qualified partner selection. When done right, indirect channels can help companies navigate economic downturns and emerge stronger.
The number and type of channels that customers are using has rapidly grown to include the Internet, smartphones and a host of social media options. The result is an increase in possible customer touch points, which presents new opportunities for organizations to interact with their customers.
With the increasing sophistication and empowerment of customers, this trend is driving the need for organizations to use new channels in new ways. However, many organizations have not been successful, experiencing disappointing results due to mismanagement of a new channel or misjudgement of overall channel requirements. This mismanagement can detrimentally affect company results.
Capgemini Consulting advises that a channel strategy designed for customer needs is imperative to ensure channel success.
This document summarizes digital marketing strategy and online marketing models. It discusses topics such as e-business models, the online marketing plan, online strategy models like SOSTAC, key performance indicators, customer analysis, competitor analysis, opportunities/threats analysis, objective setting, business value, online revenue contribution, market positioning, tactics, the marketing mix, branding online, performance measurement, and organizational structure for digital marketing.
Channel Checklist for Vendor Channel/Partner Managersharwelll
The document discusses various topics related to developing and managing effective channel programs, including:
1) Correct partner selection and recruitment is crucial to choose partners that have the desired skills and target the right customer markets.
2) Channel optimization involves analyzing existing partners to determine which are truly performing and which are diluting efforts.
3) Developing a channel strategy requires clarifying goals, assessing competitiveness, and establishing action plans.
Six Essentials for Innovating in Channel Sales & MarketingAllbound, Inc.
Analysts say 2015 is the year of sales automation and machine intelligence. But with innovation now commonplace, why has so little been applied to channel sales and marketing?
If you sell through channel partners and resellers and are frustrated by the same systemic issues day in and out, THERE IS HOPE.
Scott Salkin, Founder and CEO of Allbound, and Michelle Andreas, Director of Business Development & Marketing Solutions at Avnet Technology Solutions, highlight six advancements that can help open your channel and streamline effectiveness...upstream and down.
Web Marketing & Strategy Audit: What, Why & How? Tim Bourgeois
Web strategy-related expenditures at companies can total as much as 20% of all operational costs at companies nowadays -- when factoring spending on web technologies, interactive marketing, and staffing into the mix -- yet few organizations apply a structured approach to regularly analyzing digital strategy performance and ROI. East Coast Catalyst's Digital Strategy & Marketing Audit helps companies understand their digital strategy expenditures, associated ROI, and identify areas for cost savings and performance improvement. This presentation offers background information on this ECC offering and its components.
The document discusses how companies can mine big data to find new markets and growth opportunities. It provides examples of how analyzing large amounts of diverse data from multiple sources at varying frequencies can provide insights into micro-markets. Companies can use these insights to better target sales efforts, tailor promotions, and improve decision making. The case studies describe how companies doubled growth rates and lifted renewals bookings by 20% by aligning sales territories and efforts with opportunities identified through big data analytics at the micro-market level.
The document outlines the key steps in developing an effective e-marketing plan, including conducting a situation analysis, identifying target stakeholders, setting objectives, designing marketing mix strategies, developing an action plan, budget, and evaluation plan. It emphasizes the importance of a thorough planning process and having measurable objectives to guide implementation and assess performance.
Accenture white paper developing indirect channelsbChannels
1) Indirect sales channels can help companies boost revenue and maintain profitability during challenging economic times when deal sizes tend to be smaller, by lowering costs compared to direct channels and helping expand market coverage.
2) To fully realize the benefits of indirect channels and build a channel that sustains high performance, companies must take a structured, analytical approach to selecting partners, bringing them onboard effectively, and closely managing performance.
3) Accenture's research identified a 5-step approach to developing indirect channels successfully, including analyzing cost structures and qualified partner selection. When done right, indirect channels can help companies navigate economic downturns and emerge stronger.
The number and type of channels that customers are using has rapidly grown to include the Internet, smartphones and a host of social media options. The result is an increase in possible customer touch points, which presents new opportunities for organizations to interact with their customers.
With the increasing sophistication and empowerment of customers, this trend is driving the need for organizations to use new channels in new ways. However, many organizations have not been successful, experiencing disappointing results due to mismanagement of a new channel or misjudgement of overall channel requirements. This mismanagement can detrimentally affect company results.
Capgemini Consulting advises that a channel strategy designed for customer needs is imperative to ensure channel success.
This document summarizes digital marketing strategy and online marketing models. It discusses topics such as e-business models, the online marketing plan, online strategy models like SOSTAC, key performance indicators, customer analysis, competitor analysis, opportunities/threats analysis, objective setting, business value, online revenue contribution, market positioning, tactics, the marketing mix, branding online, performance measurement, and organizational structure for digital marketing.
Channel Checklist for Vendor Channel/Partner Managersharwelll
The document discusses various topics related to developing and managing effective channel programs, including:
1) Correct partner selection and recruitment is crucial to choose partners that have the desired skills and target the right customer markets.
2) Channel optimization involves analyzing existing partners to determine which are truly performing and which are diluting efforts.
3) Developing a channel strategy requires clarifying goals, assessing competitiveness, and establishing action plans.
Six Essentials for Innovating in Channel Sales & MarketingAllbound, Inc.
Analysts say 2015 is the year of sales automation and machine intelligence. But with innovation now commonplace, why has so little been applied to channel sales and marketing?
If you sell through channel partners and resellers and are frustrated by the same systemic issues day in and out, THERE IS HOPE.
Scott Salkin, Founder and CEO of Allbound, and Michelle Andreas, Director of Business Development & Marketing Solutions at Avnet Technology Solutions, highlight six advancements that can help open your channel and streamline effectiveness...upstream and down.
Web Marketing & Strategy Audit: What, Why & How? Tim Bourgeois
Web strategy-related expenditures at companies can total as much as 20% of all operational costs at companies nowadays -- when factoring spending on web technologies, interactive marketing, and staffing into the mix -- yet few organizations apply a structured approach to regularly analyzing digital strategy performance and ROI. East Coast Catalyst's Digital Strategy & Marketing Audit helps companies understand their digital strategy expenditures, associated ROI, and identify areas for cost savings and performance improvement. This presentation offers background information on this ECC offering and its components.
The document discusses how companies can mine big data to find new markets and growth opportunities. It provides examples of how analyzing large amounts of diverse data from multiple sources at varying frequencies can provide insights into micro-markets. Companies can use these insights to better target sales efforts, tailor promotions, and improve decision making. The case studies describe how companies doubled growth rates and lifted renewals bookings by 20% by aligning sales territories and efforts with opportunities identified through big data analytics at the micro-market level.
The document outlines the key steps in developing an effective e-marketing plan, including conducting a situation analysis, identifying target stakeholders, setting objectives, designing marketing mix strategies, developing an action plan, budget, and evaluation plan. It emphasizes the importance of a thorough planning process and having measurable objectives to guide implementation and assess performance.
FashionPeddler.com is an online fashion trade show platform that aims to revolutionize the industry by allowing buyers and sellers to connect online. The marketing audit identifies opportunities to increase brand awareness of FashionPeddler.com's value as a cheaper alternative to physical trade shows. A marketing communications strategy is proposed that targets independent fashion designers and retail buyers through search engine optimization, paid digital advertising, email marketing, and social media over a 6 month period with a $50,000 budget.
We are pleased to present the parago 2014 channel strategy report. We’ve proven that the channel is alive and well, but there are important opportunities to consider in the next 12 months. In particular, our research reveals that simplification is a valuable differentiator in a complex and hard-to-use channel ecosystem.
This research study reveals key insights related to partners, incentives, the cloud and reporting for 2014.
See our data for small, medium and large vendor channel strategies, including:
• the key initiative is identifying and recruiting new partners
• that top financial focus is shifting to recurring revenue incentives
• 3 of 4 vendors will add new sales enablement tools
• only 1 in 10 vendors gets more than 90% of revenue from the cloud
parago: channel simplified
We simplify channel complexities through better insights & flexible technology. At parago, we deliver channel incentives, marketing, and partner relationship management for more than 20 channel clients with 3 million partners worldwide.
Targeting High Potential Sales Channel PartnersBI WORLDWIDE
The document discusses channel engagement programs developed by BI WORLDWIDE for manufacturers. It provides several case studies that describe challenges manufacturers faced in partnering with distribution channels and incentivizing channel partners. BI WORLDWIDE developed solutions like points-based programs, sales conferences, and branded merchandise websites to increase participation in sales initiatives and drive higher sales. The programs resulted in thousands of new registrations, improved attendance and engagement, and significant sales increases of manufacturers' products.
The Changing Nature of Campaign ManagementClickSquared
Daniel Smith, senior vice president, marketing, ClickSquared, and guest, Suresh Vittal, Vice President, Practice Leader, Forrester Research, Inc., discuss the realities of cross-channel marketing and how marketers can leverage modern campaign management tools.
The document discusses e-business strategy and how it differs from traditional business strategy. It provides models for developing an e-business strategy, including analyzing the strategic situation, defining objectives, evaluating options, and implementing strategies. Examples are given of companies developing new online products and services. The key is integrating e-business strategy with existing business and IT strategies to pursue opportunities and stay competitive in a changing business environment.
B2B Marketing Awards Winner - Intelligent Operations Programme by GenpactThe Marketing Practice
Our work with Genpact on the Intelligent Operations Programme was rewarded with the trophy for Best Lead Generation or Nurturing Campaign at the 2015 B2B Marketing Awards. Here is our submission:
Zinnov launches a first-of-its-kind ‘Partner Enablement Framework’ to help te...Zinnov
Zinnov, a leading market expansion and globalization advisory firm, today announced the release of a first-of-its-kind ‘Partner Enablement Framework’ to help technology companies unlock their channel partner potential. Highlighting the current landscape and opportunities that are present in the ecosystem, the released study also revealed that India currently hosts over 11,000 IT channel partners, excluding PC resellers and box pushers. While 65% of these partners focus on IT services/ managed services, 44% of the partners claim to have solution centric capabilities, while 37% of the current partner base is termed as resellers/ value added resellers.
Short university lecture about how mobile Telco operators can improve their profitability leveraging a strategic and value based approach to Channel Management
Social Media - E-Marketing Plan (Part 1)eMarketingAG
This document provides an overview of developing an e-marketing plan. It discusses establishing goals, managing stakeholders, and aligning the e-marketing strategy with corporate strategies. It emphasizes managing the planning process as a project with key components like the current state, future state, and addressing challenges. Social media is positioned as an additional opportunity and challenge to manage information. The presentation aims to provide ideas and strategies to help attendees improve their e-marketing activities and articulate the need for a managed e-marketing plan.
This document discusses trends in channel marketing for 2016 according to a panel of experts. It will focus on improved communication from vendors to partners and end users. Specifically, vendors will better segment leads for partners and ensure contextual messaging. The shift to cloud/SaaS means partners need more support implementing these solutions. Vendors also need to segment partners differently based on goals and capabilities rather than tier. Overall, digital approaches and flexibility will be important for channel marketing programs in 2016.
The Age Of New Reality Marketing V5.1 FinalTony Mooney
It\'s been a bug-bear of mine for many years that the average marketing skill set has not moved on very much from the 1960\'s model of 4 \'P\'s (Product, Price, Promotion, Place). Or that marketing is still largely synonomous with advertising - and spam advertising at that. This is a presentation I did to a marketing forum out in Singapore, where I\'ve tried to outline the new capabilities of the marketer of the 21st century. I also postulate the (controversial) perspective that a chunk of this new capability - especially around data and decisioning - might be better out sourced, leaving the internal marketing skills to be concentrated on strategy and proposition. See what you think. [Sorry you won\'t have my spoken narrative just yet but the slides are reasonably self explanatory]
The document discusses seven steps that communications and media companies can take to improve customer experience management and drive growth. The steps include: 1) Understanding customer needs, wants and preferences; 2) Establishing economic frameworks to prioritize marketing, sales and service decisions; 3) Tracking customer behavior patterns and adapting quickly; 4) Developing lead nurturing and customer management plans; 5) Gaining a single customer view across systems; 6) Aligning organizational structure around customers; and 7) Continuously measuring and improving the customer experience. Taking these steps can help companies better serve customers and increase loyalty, sales and profits.
The document outlines a proposed high-level roadmap to develop a digital marketing platform (DMP) for Commonwealth Bank. It identifies several focus areas and phases to transition from the current state to an envisioned end state. The foundational and component capabilities are categorized and a timeline is proposed to develop, test, scale and optimize each capability. Guiding principles are also defined, including prioritizing flexibility, connectivity, measurement, partnerships and ensuring accessibility across all customer touchpoints and devices.
The document discusses strategic e-marketing planning. It begins by outlining the key elements of strategic planning, including SWOT analysis and strategic objectives. It then discusses how traditional strategies can be adapted to e-strategies by leveraging information technology. Various e-business models are presented at different levels of commitment from activities to business processes to the enterprise level. The models vary in their potential impact and focus on effectiveness, efficiency or business transformation. Revenue generation from e-marketing is also discussed in relation to increasing customer value and decreasing costs.
The document discusses a new approach to sales called "effective provocative selling" for telecom OEMs facing increased competition and market changes. It emphasizes gaining insights into clients' strategic needs and challenges in order to drive new opportunities. Provocative selling is presented as going beyond conventional consultative approaches to challenge clients' thinking and address unacknowledged issues. Examples are given of how provocative selling differs from solution selling and can change the sales cycle and client relationship. The challenges of innovation in the telecom sector are also briefly discussed.
The document presents an e-marketing plan for a website called Humanrightsonline.weebly.com, which aims to promote awareness of human rights issues. The plan's goals are to protect human rights, educate people about human rights, and transform public attitudes, in part by selling human rights-related products. It outlines the website's target audience and beneficiaries, as well as strategies for communication, customer relationship management, and measuring outcomes.
Sample PowerPoint Presentation New Business PowerPoint Presentation SlidesSlideTeam
The new business PowerPoint slide is a simple yet professional presentation template. This new business development PowerPoint template is a brilliant way to introduce your new business, services, products or ideas. The new entrepreneurs can take maximum advantage of this startups strategy presentation slide. Additionally, this PPT template can be used to mitigate possible errors in your new business and also to make a contingency plan. Use this slide to represent the goals and objectives of your business. You can use this new business strategies PPT template to present yourself and your new business to the potential clients. To leave a good operation, this presentation slide helps you to keep the focus on the message instead of visual. You can give your thoughts a good life by downloading this slide by just a click of a button. Any event becomes a gala with our Sample PowerPoint Presentation New Business PowerPoint Presentation Slides. They convert it into a festival.
This document provides an overview of the Postgraduate Diploma in Digital Business program offered by Emeritus Institute of Management in collaboration with Columbia Business School Executive Education and MIT Sloan. The program is aimed at helping participants design digital strategies and evaluate business models to grow their organizations in the digital age. It covers key domains like digital transformation, digital business models, digital marketing strategy, and platform business models. The 9-month program involves video lectures, case studies, simulations, and a capstone project. It is taught by faculty from top institutions and industry experts, and provides a certificate upon completion.
The document discusses how best-in-class marketers use customer analytics and insights to drive more revenue. It finds that fewer than half of best-in-class marketing organizations employ tools like lead management dashboards and campaign management tools. Best-in-class performers were found to utilize website visitor tracking (86%), track and report on all marketing campaign results (82%), and have processes to test campaign content effectiveness (64%). The document recommends that to achieve best-in-class performance, marketing organizations must deploy web analytics to understand prospects and customers, and support campaigns with testing, evaluations, and sharing access to performance metrics.
The document discusses developing and implementing innovative branding and marketing strategies for Bankai Group. It outlines objectives of understanding Bankai's social media presence, how digital media impacts B2B businesses, and developing a global content strategy. Research methodology, industry profile, company profile, theoretical aspects, findings, and recommendations are presented. Key findings include Bankai ranking 5th on LinkedIn among competitors, social media generating 50% of leads, and content creation and hashtags impacting engagement. Suggestions are product tutorial videos, a question campaign, encouraging employee engagement, and improved visual branding.
This document provides an overview of e-marketing strategies and planning. It discusses the need to integrate traditional and electronic marketing approaches. Various frameworks for e-marketing planning are presented, including analyzing the situation, setting objectives and strategies, and selecting appropriate tactics. Metrics for evaluating e-marketing effectiveness such as leads, sales, retention and costs are also examined. The document contains examples of e-commerce companies' e-marketing objectives and strategies.
This document provides an overview of e-marketing concepts from a textbook. It includes learning outcomes on e-business and e-marketing strategies, outlines several management issues regarding integrating traditional and electronic communications, and defines e-marketing. Various figures are presented on the processes of e-marketing, how an e-marketing plan relates to other plans, and inputs that inform an e-marketing plan from situation analysis such as a SWOT analysis. Questions on demand analysis and competitor analysis are also provided.
FashionPeddler.com is an online fashion trade show platform that aims to revolutionize the industry by allowing buyers and sellers to connect online. The marketing audit identifies opportunities to increase brand awareness of FashionPeddler.com's value as a cheaper alternative to physical trade shows. A marketing communications strategy is proposed that targets independent fashion designers and retail buyers through search engine optimization, paid digital advertising, email marketing, and social media over a 6 month period with a $50,000 budget.
We are pleased to present the parago 2014 channel strategy report. We’ve proven that the channel is alive and well, but there are important opportunities to consider in the next 12 months. In particular, our research reveals that simplification is a valuable differentiator in a complex and hard-to-use channel ecosystem.
This research study reveals key insights related to partners, incentives, the cloud and reporting for 2014.
See our data for small, medium and large vendor channel strategies, including:
• the key initiative is identifying and recruiting new partners
• that top financial focus is shifting to recurring revenue incentives
• 3 of 4 vendors will add new sales enablement tools
• only 1 in 10 vendors gets more than 90% of revenue from the cloud
parago: channel simplified
We simplify channel complexities through better insights & flexible technology. At parago, we deliver channel incentives, marketing, and partner relationship management for more than 20 channel clients with 3 million partners worldwide.
Targeting High Potential Sales Channel PartnersBI WORLDWIDE
The document discusses channel engagement programs developed by BI WORLDWIDE for manufacturers. It provides several case studies that describe challenges manufacturers faced in partnering with distribution channels and incentivizing channel partners. BI WORLDWIDE developed solutions like points-based programs, sales conferences, and branded merchandise websites to increase participation in sales initiatives and drive higher sales. The programs resulted in thousands of new registrations, improved attendance and engagement, and significant sales increases of manufacturers' products.
The Changing Nature of Campaign ManagementClickSquared
Daniel Smith, senior vice president, marketing, ClickSquared, and guest, Suresh Vittal, Vice President, Practice Leader, Forrester Research, Inc., discuss the realities of cross-channel marketing and how marketers can leverage modern campaign management tools.
The document discusses e-business strategy and how it differs from traditional business strategy. It provides models for developing an e-business strategy, including analyzing the strategic situation, defining objectives, evaluating options, and implementing strategies. Examples are given of companies developing new online products and services. The key is integrating e-business strategy with existing business and IT strategies to pursue opportunities and stay competitive in a changing business environment.
B2B Marketing Awards Winner - Intelligent Operations Programme by GenpactThe Marketing Practice
Our work with Genpact on the Intelligent Operations Programme was rewarded with the trophy for Best Lead Generation or Nurturing Campaign at the 2015 B2B Marketing Awards. Here is our submission:
Zinnov launches a first-of-its-kind ‘Partner Enablement Framework’ to help te...Zinnov
Zinnov, a leading market expansion and globalization advisory firm, today announced the release of a first-of-its-kind ‘Partner Enablement Framework’ to help technology companies unlock their channel partner potential. Highlighting the current landscape and opportunities that are present in the ecosystem, the released study also revealed that India currently hosts over 11,000 IT channel partners, excluding PC resellers and box pushers. While 65% of these partners focus on IT services/ managed services, 44% of the partners claim to have solution centric capabilities, while 37% of the current partner base is termed as resellers/ value added resellers.
Short university lecture about how mobile Telco operators can improve their profitability leveraging a strategic and value based approach to Channel Management
Social Media - E-Marketing Plan (Part 1)eMarketingAG
This document provides an overview of developing an e-marketing plan. It discusses establishing goals, managing stakeholders, and aligning the e-marketing strategy with corporate strategies. It emphasizes managing the planning process as a project with key components like the current state, future state, and addressing challenges. Social media is positioned as an additional opportunity and challenge to manage information. The presentation aims to provide ideas and strategies to help attendees improve their e-marketing activities and articulate the need for a managed e-marketing plan.
This document discusses trends in channel marketing for 2016 according to a panel of experts. It will focus on improved communication from vendors to partners and end users. Specifically, vendors will better segment leads for partners and ensure contextual messaging. The shift to cloud/SaaS means partners need more support implementing these solutions. Vendors also need to segment partners differently based on goals and capabilities rather than tier. Overall, digital approaches and flexibility will be important for channel marketing programs in 2016.
The Age Of New Reality Marketing V5.1 FinalTony Mooney
It\'s been a bug-bear of mine for many years that the average marketing skill set has not moved on very much from the 1960\'s model of 4 \'P\'s (Product, Price, Promotion, Place). Or that marketing is still largely synonomous with advertising - and spam advertising at that. This is a presentation I did to a marketing forum out in Singapore, where I\'ve tried to outline the new capabilities of the marketer of the 21st century. I also postulate the (controversial) perspective that a chunk of this new capability - especially around data and decisioning - might be better out sourced, leaving the internal marketing skills to be concentrated on strategy and proposition. See what you think. [Sorry you won\'t have my spoken narrative just yet but the slides are reasonably self explanatory]
The document discusses seven steps that communications and media companies can take to improve customer experience management and drive growth. The steps include: 1) Understanding customer needs, wants and preferences; 2) Establishing economic frameworks to prioritize marketing, sales and service decisions; 3) Tracking customer behavior patterns and adapting quickly; 4) Developing lead nurturing and customer management plans; 5) Gaining a single customer view across systems; 6) Aligning organizational structure around customers; and 7) Continuously measuring and improving the customer experience. Taking these steps can help companies better serve customers and increase loyalty, sales and profits.
The document outlines a proposed high-level roadmap to develop a digital marketing platform (DMP) for Commonwealth Bank. It identifies several focus areas and phases to transition from the current state to an envisioned end state. The foundational and component capabilities are categorized and a timeline is proposed to develop, test, scale and optimize each capability. Guiding principles are also defined, including prioritizing flexibility, connectivity, measurement, partnerships and ensuring accessibility across all customer touchpoints and devices.
The document discusses strategic e-marketing planning. It begins by outlining the key elements of strategic planning, including SWOT analysis and strategic objectives. It then discusses how traditional strategies can be adapted to e-strategies by leveraging information technology. Various e-business models are presented at different levels of commitment from activities to business processes to the enterprise level. The models vary in their potential impact and focus on effectiveness, efficiency or business transformation. Revenue generation from e-marketing is also discussed in relation to increasing customer value and decreasing costs.
The document discusses a new approach to sales called "effective provocative selling" for telecom OEMs facing increased competition and market changes. It emphasizes gaining insights into clients' strategic needs and challenges in order to drive new opportunities. Provocative selling is presented as going beyond conventional consultative approaches to challenge clients' thinking and address unacknowledged issues. Examples are given of how provocative selling differs from solution selling and can change the sales cycle and client relationship. The challenges of innovation in the telecom sector are also briefly discussed.
The document presents an e-marketing plan for a website called Humanrightsonline.weebly.com, which aims to promote awareness of human rights issues. The plan's goals are to protect human rights, educate people about human rights, and transform public attitudes, in part by selling human rights-related products. It outlines the website's target audience and beneficiaries, as well as strategies for communication, customer relationship management, and measuring outcomes.
Sample PowerPoint Presentation New Business PowerPoint Presentation SlidesSlideTeam
The new business PowerPoint slide is a simple yet professional presentation template. This new business development PowerPoint template is a brilliant way to introduce your new business, services, products or ideas. The new entrepreneurs can take maximum advantage of this startups strategy presentation slide. Additionally, this PPT template can be used to mitigate possible errors in your new business and also to make a contingency plan. Use this slide to represent the goals and objectives of your business. You can use this new business strategies PPT template to present yourself and your new business to the potential clients. To leave a good operation, this presentation slide helps you to keep the focus on the message instead of visual. You can give your thoughts a good life by downloading this slide by just a click of a button. Any event becomes a gala with our Sample PowerPoint Presentation New Business PowerPoint Presentation Slides. They convert it into a festival.
This document provides an overview of the Postgraduate Diploma in Digital Business program offered by Emeritus Institute of Management in collaboration with Columbia Business School Executive Education and MIT Sloan. The program is aimed at helping participants design digital strategies and evaluate business models to grow their organizations in the digital age. It covers key domains like digital transformation, digital business models, digital marketing strategy, and platform business models. The 9-month program involves video lectures, case studies, simulations, and a capstone project. It is taught by faculty from top institutions and industry experts, and provides a certificate upon completion.
The document discusses how best-in-class marketers use customer analytics and insights to drive more revenue. It finds that fewer than half of best-in-class marketing organizations employ tools like lead management dashboards and campaign management tools. Best-in-class performers were found to utilize website visitor tracking (86%), track and report on all marketing campaign results (82%), and have processes to test campaign content effectiveness (64%). The document recommends that to achieve best-in-class performance, marketing organizations must deploy web analytics to understand prospects and customers, and support campaigns with testing, evaluations, and sharing access to performance metrics.
The document discusses developing and implementing innovative branding and marketing strategies for Bankai Group. It outlines objectives of understanding Bankai's social media presence, how digital media impacts B2B businesses, and developing a global content strategy. Research methodology, industry profile, company profile, theoretical aspects, findings, and recommendations are presented. Key findings include Bankai ranking 5th on LinkedIn among competitors, social media generating 50% of leads, and content creation and hashtags impacting engagement. Suggestions are product tutorial videos, a question campaign, encouraging employee engagement, and improved visual branding.
This document provides an overview of e-marketing strategies and planning. It discusses the need to integrate traditional and electronic marketing approaches. Various frameworks for e-marketing planning are presented, including analyzing the situation, setting objectives and strategies, and selecting appropriate tactics. Metrics for evaluating e-marketing effectiveness such as leads, sales, retention and costs are also examined. The document contains examples of e-commerce companies' e-marketing objectives and strategies.
This document provides an overview of e-marketing concepts from a textbook. It includes learning outcomes on e-business and e-marketing strategies, outlines several management issues regarding integrating traditional and electronic communications, and defines e-marketing. Various figures are presented on the processes of e-marketing, how an e-marketing plan relates to other plans, and inputs that inform an e-marketing plan from situation analysis such as a SWOT analysis. Questions on demand analysis and competitor analysis are also provided.
This document outlines the key aspects of developing an e-business strategy. It discusses following an appropriate strategic planning process, analyzing internal resources and capabilities as well as the external environment. The document emphasizes defining a clear vision and objectives for the e-business strategy and exploring options for channel priorities, organizational structure, business models, and market/product development to achieve the strategic objectives. Figures and examples from companies like British Airways and Capital One are provided to illustrate various strategic concepts.
The document discusses customer relationship management (CRM) and e-CRM techniques. It outlines methods for acquiring customers online, understanding their behaviors, and retaining customers through relationship building technologies. CRM systems support marketing applications like sales force automation, customer service, and campaign management. The key is applying digital technologies to acquire and retain customers through their lifecycle to improve customer knowledge and satisfaction.
The document discusses strategic planning and different business models for e-marketing. It explains that strategic planning identifies an organization's goals for growth and competitive position. E-business and e-marketing strategies use information technology to achieve objectives and competitive advantages. Common e-business models include activity-level models like online sales and advertising, as well as business process models and enterprise models. The Balanced Scorecard framework assesses performance across four perspectives: customer, internal, innovation/learning, and financial.
This document discusses Amazon's e-marketing strategy. It summarizes that Amazon was founded in 1995 as an online retailer, leveraged its competencies into different e-business models, and its success is based on broad selection, lower prices, availability, technology, and product information. Amazon's core competencies of selection, prices, availability, and technology will likely drive its future strategy.
This document discusses customer relationship management (CRM) and e-CRM. It covers the key concepts of CRM including customer selection, acquisition, retention, and extension. E-CRM is defined as applying digital technologies like the web, email, and databases to acquire and retain customers through improving customer knowledge, targeting, and satisfaction. The benefits of e-CRM include more cost-effective targeting, mass customization, deeper relationships, and learning relationships. Different types of online buyers and differences between B2B and B2C buyers are also outlined. Finally, the document discusses assessing marketing communication effectiveness and types of CRM applications.
This document discusses strategies for digital marketing. It begins by outlining learning outcomes around developing digital marketing strategies and plans. It then discusses issues around integrating traditional and digital marketing approaches. The document provides definitions of digital marketing and explores how various e-tools can support marketing objectives. It also analyzes frameworks for digital marketing plans and objectives. Finally, it evaluates options for varying the marketing mix for digital channels.
The document provides an overview of the seven-step process for creating an e-marketing plan. The steps include: 1) conducting a situational analysis, 2) strategic planning, 3) setting objectives, 4) developing e-marketing strategies, 5) creating an implementation plan, 6) establishing a budget, and 7) designing an evaluation plan. The document discusses each step in detail, outlining the key elements that should be addressed at each phase of planning.
The document discusses e-business strategy. It defines e-business strategy as the approach by which internal and external electronic communications can support and influence corporate strategy. It notes there are different levels of strategy, including corporate, business unit, operational, and functional strategies. E-business strategies must be integrated with existing business and information systems strategies. The document also discusses e-channel strategies and multi-channel e-business strategies.
The document discusses the seven steps of an e-marketing plan: 1) situation analysis, 2) strategic planning, 3) objectives, 4) strategies, 5) implementation plan, 6) budget, and 7) evaluation plan. It provides details on each step, including conducting SWOT and market analyses in step 1, defining segmentation, targeting, positioning and differentiation in step 2, setting measurable objectives in step 3, developing marketing mix strategies in step 4, outlining implementation tactics in step 5, identifying revenues, costs and ROI calculations in step 6, and establishing tracking systems to measure results in step 7. The document uses examples like Second Life and outlines the typical components of each step to guide marketers in creating a comprehensive e
The document discusses how marketers can use the internet to identify, anticipate, and satisfy customer requirements. It provides examples of how websites and email can help achieve these goals through marketing research, evaluating customer demand, and ensuring customer satisfaction online. The document also lists several goals that companies should set for their digital channels and strategies.
This video is presented by USEP's BSCS student Alvin Mark U. Cabeliño under Mr. ND Arquillano as a partial fulfilment for Elective 4 -E-Commerce It talks about E-Environment.
The 7 Habits Of Companies Delivering Highly Integrated Customer Experiencesindeuppal
The document outlines 7 habits of companies that successfully deliver integrated customer experiences. These habits are: 1) having a holistic channel strategy, 2) basing efforts on a sound customer experience strategy, 3) gaining executive support, 4) clearly defining where business value lies, 5) using data from all channels, 6) employing united technology platforms, and 7) establishing cross-functional teams. Following these habits helps companies overcome barriers to creating consistent, positive customer experiences across channels.
Introduction of UX/UI & Growth Hack and Management for Rapid GrowthYoshiaki Ieda
This slide explains brief introductions of UX/UI (User Experience and User Interface) and Growth Hack, and Management for Rapid Growth. This presentation was held in Japan Tech Day organized by Exabytes in Kuala Lumpur on 28th Mar 2015.
This document discusses current approaches used by companies to measure marketing return on investment (ROI). It focuses on the practices of a large Indian telecom company.
The introduction provides background on the increasing importance of marketing accountability and measuring financial outcomes rather than just intangible outcomes like brand awareness.
The literature review discusses challenges marketers face in measuring ROI and how most lack standard methods. It outlines some common metrics used like revenue growth and definitions of ROI calculations.
The objectives are to assess the telecom company's marketing activities and promotional ROI measurement approaches, and evaluate the financial implications of the methods used.
This presentation provides an overview of the ways in which we can enhance the impact of your marketing efforts on your customers, your business and the world at large.
The document outlines important questions that a business plan should address, including what customer need the business satisfies, how it satisfies that need differently than others, who the key people running the business are, the size of the target market, what types of customers it will pursue, and the marketing and selling strategies it will use. The business plan should also include detailed calculations, required resources to launch, and when those invested resources will be recovered.
Dubai Computer Services provides secure and reliable computing solutions, information technology architecture, training, and support with over 30 years of experience. They offer 24/7 support, business-focused architectures, and service level agreements. Customers can contact Khawar Nehal at 971-55-639-8386 or khawar@dubai-computer-services.com for more information.
Pakistan has an estimated 500-600 trillion cubic feet of shale gas reserves, enough to meet its current annual needs of 1.6 trillion cubic feet for over 300 years. The document suggests installing solar heaters to reduce natural gas usage and make shale gas last over 50 years by extracting and using it efficiently.
This document provides an introduction to Linux desktop environments like KDE and Gnome. It discusses desktop options like XPDE that resemble the Windows XP interface and Linspire's translation features. Open source applications like OpenOffice, Gaim, Mozilla, and Evolution are covered. The document also outlines advantages of Linux like speed, lack of viruses, lower costs and vendor support from companies like Dell, IBM and HP. In summary, the document introduces the user to popular Linux desktops and applications while highlighting benefits such as cost, performance and security.
Customer relationship management (CRM) is a method that uses technology to organize a company's interactions with customers and prospects across marketing, sales, customer service, and technical support. The main goals of a CRM system are to find new clients, retain existing clients, and regain former clients while reducing marketing and customer service costs. A CRM also aims to improve quality, efficiency, and collaboration between departments through features like sales automation, marketing campaigns, customer service tracking, analytics, and appointment scheduling.
Service Oriented Architecture.
SOA is a style of architecting applications in such a way that they are composed of discrete software agents that have simple, well defined interfaces and are orchestrated through a loose coupling to perform a required function.
The document discusses various social media platforms and their benefits and cons for businesses. Regarding LinkedIn specifically, it summarizes that LinkedIn is the most business-appropriate social network discussed. It allows people to find business connections, showcase skills and work experience to find new jobs or business opportunities. Companies can also create profiles to let potential job seekers learn about them and see who in their network works for that company. Unlike other platforms, LinkedIn does not aim to find customers for businesses but rather help businesses and individuals find and connect with each other.
This document outlines the process for investigating accidents and incidents. It defines an accident investigation as an important part of a safety management system that highlights why accidents occur and how to prevent them. The primary goals of an investigation are to identify the immediate and root causes of events and implement remedies to improve safety. All accidents, regardless of severity, should be investigated to some degree to identify common causes and trends. The stages of an investigation include dealing with immediate risks, selecting an investigation level, investigating the event, recording and analyzing results, and reviewing the process. Thorough observation, documentation review, and interviews are important for determining causes. Remedial actions should follow a hierarchy of risk control from elimination to engineering to administrative controls.
This document discusses the Muslim cultural practice of saying "inshallah" or "if God wills" when committing to future plans or events. It argues that using "inshallah" should only be done when one is fully committed and plans to do everything possible to fulfill the commitment. Otherwise, it is misleading others about one's intentions and values. The document recommends that Muslims be truthful when making commitments by acknowledging if they are uncertain about attending rather than using "inshallah" casually. Being punctual and reliable in commitments is presented as an important Muslim value.
An accident investigation aims to improve safety by exploring the causes of events and identifying remedies. All accidents, regardless of severity, should be investigated to some degree to understand root causes. A thorough investigation involves collecting evidence from the scene, documents, and witness interviews without blame. The investigation process determines immediate causes like unsafe acts or conditions, as well as underlying causes involving management systems. The results are recorded and analyzed to identify corrective actions and prevent future occurrences.
This document provides excerpts from the Bible discussing monotheism. It includes passages from Isaiah 44 describing how God chose Israel and will help them, pouring out blessings. It discusses how the Lord is the first and last, the only God, and how those who make idols will be ashamed. The excerpts condemn idol worship and praise God as the redeemer of Israel.
The document discusses global climate change and summarizes the findings of the Intergovernmental Panel on Climate Change (IPCC). The IPCC concludes that warming of the climate is occurring and is very likely due to human-caused greenhouse gas emissions. The IPCC reports observe increasing global temperatures, melting ice and snow, and rising sea levels. Greenhouse gas levels are at the highest levels in hundreds of thousands of years and will likely cause continued warming and sea level rise for centuries. The document also notes potential effects like increased wildfires, species extinctions, and more severe heat waves.
The document discusses access control, including definitions, principles, policies, requirements, and basic elements. It covers discretionary access control models, protection domains, UNIX file access control using inodes, traditional UNIX controls like setuid and sticky bits, and newer access control lists in UNIX.
The document discusses various methods for user authentication, including passwords, tokens, and biometrics. It describes strategies for improving password security, such as password selection techniques, password files, and shadow passwords. It also covers token-based authentication using memory cards and smart cards. Biometric authentication using physical characteristics like fingerprints is explored. Finally, it summarizes challenges with remote user authentication and provides examples of password, token, and biometric protocols.
User authentication is the process of verifying an identity claimed by a system entity. There are four main means of authenticating a user's identity: something the user knows (e.g. password), something the user possesses (e.g. smart card), something the user is (e.g. fingerprint), and something the user does (e.g. typing rhythm). Password authentication is widely used but vulnerable to dictionary attacks, password guessing, workstation hijacking, and exploiting multiple password use or user mistakes. Techniques like password hashing with salts and account lockouts help strengthen password authentication against cracking attempts.
Cryptographic tools discussed include symmetric encryption using secret keys, public-key encryption using key pairs, hash functions for message authentication and digital signatures, and random numbers. Symmetric encryption is the most commonly used prior to public-key encryption due to efficiency. Hash functions are used to create digital signatures by encrypting a hash with a private key. Digital envelopes allow message protection without pre-arranged keys. Random numbers must be unpredictable and independent to be cryptographically secure.
This lecture discusses various cryptographic tools including symmetric encryption, public key encryption, digital signatures, and secure hash functions. Symmetric encryption uses a shared secret key between the sender and receiver. Cryptanalysis attacks try to deduce plaintext or keys by exploiting algorithm characteristics or known plaintext/ciphertext pairs. The lecture reviews common symmetric algorithms like DES, 3DES, and AES and discusses block vs stream ciphers. It also covers practical issues like encryption modes and the advantages of stream ciphers. Finally, it briefly discusses random numbers, quantum computing risks to encryption, and Gnu Privacy Guard (GPG).
The document discusses key concepts in computer security including confidentiality, integrity, availability, threats, vulnerabilities, attacks, risks, and countermeasures. It defines common computer security terminology such as adversaries, attacks, risks, security policies, and system resources. The document also covers topics like passive and active attacks, security functional requirements, the scope of computer security, and security services related to authentication, access control, data confidentiality, data integrity, non-repudiation, and availability.
More from Khawar Nehal khawar.nehal@atrc.net.pk (20)
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
Gender and Mental Health - Counselling and Family Therapy Applications and In...PsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
A Visual Guide to 1 Samuel | A Tale of Two HeartsSteve Thomason
These slides walk through the story of 1 Samuel. Samuel is the last judge of Israel. The people reject God and want a king. Saul is anointed as the first king, but he is not a good king. David, the shepherd boy is anointed and Saul is envious of him. David shows honor while Saul continues to self destruct.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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The chapter Lifelines of National Economy in Class 10 Geography focuses on the various modes of transportation and communication that play a vital role in the economic development of a country. These lifelines are crucial for the movement of goods, services, and people, thereby connecting different regions and promoting economic activities.
This presentation was provided by Rebecca Benner, Ph.D., of the American Society of Anesthesiologists, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
34. Summary of degree of individualization for (a) traditional media (same
Figure 8.10
message), (b) new media (unique messages and more information exchange
between customers)
57. Figure 8.15 Percent of marketing communications budget spent on e-communications
(n = 76)
Source: E-consultancy (2005)
58. Changes to brand perception and behaviour as a result of using the
Figure 8.16
Internet for research
Source: BrandNewWorld: AOL UK/Anne Molen (Cranfield School of Management)/Henley Centre, 2004
59. The influence of brand knowledge on purchase. Matrix for question ‘I will
Figure 8.17
buy a product if …’
Source: BrandNewWorld: AOL UK/Anne Molen (Cranfield School of Management)/Henley Centre, 2004