Đây là báo cáo của tác giả khi thực hiện khảo sát thị trường cho sản phẩm nước Nha Đam. Trong file có thu thập nguồn thông tin từ các báo cáo tổng hợp từ Internet. Trong đây có phần đi khảo sát thị trường thực tế cũng như những đánh giá chủ quan của tác giả.
Bài giảng được xuất bản mong nhận được ý kiến đóng góp từ kinh nghiệm sản xuất thực tế như số liệu, các thông số nhà máy ... mà hoàn thiện hơn và là sổ tay cho mọi tân sinh viên mới ra trường bốt bỡ ngỡ trong công việc
Mọi ý kiến đóng góp gửi về ngconghoan2881985@gmail.com, cong6hoan@gmail.com
Số Điện thoại 0918001595
Báo cáo khảo sát thị trường nước ép trái câyĐức Tú Phan
Báo cáo nghiên cứu thị trường nước Ép trái cây. Trong báo cáo có sử dụng nhiều nguồn thông tin được tổng hợp và tìm kiếm trên internet (có ghi nguồn thông tin rõ ràng). Trong báo cáo, có những nhận định khách quan của cá nhân.
Slide cung cấp một vài thông tin sơ bộ về sản phẩm sữa tươi dưới sự đánh giá mang tính chủ quan của cá nhân tác giả dựa trên việc đi nghiên cứu trên thị trường thực tế và thông qua các báo cáo, các nguồn tài liệu trên internet.
Hi vọng sẽ giúp cho người đọc một phần thông tin hữu ích.
14 insights on B2B Marketing for 2015 and beyond from @MarketingProfs B2B Forum speakers. Contributors include:
Ann Handley of MarketingProfs, Jeannine Rossignol of Xerox, Joel Book of Salesforce, Seth Lieberman of SnapApp, Tom Webster of Edison Research, Susan Emerick of Brands Rising, Steve Garfield, Jennifer Sable Lopez of Moz, Kerry O’Shea Gorgone of MarketingProfs, Jason Miller of LinkedIn, Jim Greenway of T.D. Williamson, Lee Odden of TopRank Online Marketing, Jon Miller of Marketo and Brian Massey of Conversion Sciences.
This is a Visual eBook produced by @TopRank Online Marketing.
This document outlines key performance indicators and targets for an organization's human resources department for the year 2009. It includes metrics such as reducing recruitment lead times, increasing the percentage of recruitments closed within target timelines, improving employee satisfaction levels, developing competency mapping, retaining high-potential employees, implementing new HR policies and benefits, and enhancing productivity and efficiency. The targets are divided into upper and lower thresholds to be achieved on a periodic basis throughout the year.
This document outlines key performance indicators for measuring various aspects of an organization's human resources function, including employee productivity, costs, turnover, recruitment, skills availability, training programs, development, and satisfaction. Some examples provided are average sales or profit per employee, employment costs as a percentage of sales or operating costs, lead time to recruit or develop skills, training budget per employee, and percentage of employees committed to organizational goals. In total, over 30 different HR metrics are catalogued for monitoring and evaluating performance.
Đây là báo cáo của tác giả khi thực hiện khảo sát thị trường cho sản phẩm nước Nha Đam. Trong file có thu thập nguồn thông tin từ các báo cáo tổng hợp từ Internet. Trong đây có phần đi khảo sát thị trường thực tế cũng như những đánh giá chủ quan của tác giả.
Bài giảng được xuất bản mong nhận được ý kiến đóng góp từ kinh nghiệm sản xuất thực tế như số liệu, các thông số nhà máy ... mà hoàn thiện hơn và là sổ tay cho mọi tân sinh viên mới ra trường bốt bỡ ngỡ trong công việc
Mọi ý kiến đóng góp gửi về ngconghoan2881985@gmail.com, cong6hoan@gmail.com
Số Điện thoại 0918001595
Báo cáo khảo sát thị trường nước ép trái câyĐức Tú Phan
Báo cáo nghiên cứu thị trường nước Ép trái cây. Trong báo cáo có sử dụng nhiều nguồn thông tin được tổng hợp và tìm kiếm trên internet (có ghi nguồn thông tin rõ ràng). Trong báo cáo, có những nhận định khách quan của cá nhân.
Slide cung cấp một vài thông tin sơ bộ về sản phẩm sữa tươi dưới sự đánh giá mang tính chủ quan của cá nhân tác giả dựa trên việc đi nghiên cứu trên thị trường thực tế và thông qua các báo cáo, các nguồn tài liệu trên internet.
Hi vọng sẽ giúp cho người đọc một phần thông tin hữu ích.
14 insights on B2B Marketing for 2015 and beyond from @MarketingProfs B2B Forum speakers. Contributors include:
Ann Handley of MarketingProfs, Jeannine Rossignol of Xerox, Joel Book of Salesforce, Seth Lieberman of SnapApp, Tom Webster of Edison Research, Susan Emerick of Brands Rising, Steve Garfield, Jennifer Sable Lopez of Moz, Kerry O’Shea Gorgone of MarketingProfs, Jason Miller of LinkedIn, Jim Greenway of T.D. Williamson, Lee Odden of TopRank Online Marketing, Jon Miller of Marketo and Brian Massey of Conversion Sciences.
This is a Visual eBook produced by @TopRank Online Marketing.
This document outlines key performance indicators and targets for an organization's human resources department for the year 2009. It includes metrics such as reducing recruitment lead times, increasing the percentage of recruitments closed within target timelines, improving employee satisfaction levels, developing competency mapping, retaining high-potential employees, implementing new HR policies and benefits, and enhancing productivity and efficiency. The targets are divided into upper and lower thresholds to be achieved on a periodic basis throughout the year.
This document outlines key performance indicators for measuring various aspects of an organization's human resources function, including employee productivity, costs, turnover, recruitment, skills availability, training programs, development, and satisfaction. Some examples provided are average sales or profit per employee, employment costs as a percentage of sales or operating costs, lead time to recruit or develop skills, training budget per employee, and percentage of employees committed to organizational goals. In total, over 30 different HR metrics are catalogued for monitoring and evaluating performance.
New England Telephone has a large training department that offers many courses to its employees. It evaluates its training programs rigorously using internal audits, stakeholder surveys, course evaluations, and financial impact studies. One strategy to adapt to changing needs is a rotation system where employees work in training for 1-3 years to gain skills. They also offer training on new products early in development. Motorola's training center, MTEC, aims to improve productivity through performance-based, job-related training that supports strategic goals. It allocates 2% of payroll to training and sees employees as renewable assets to invest in. Motorola also uses participative work teams where employees contribute to decisions and share in profits above targets, incentivizing support
This document provides a system overview for an unnamed business line. It outlines the activities, inputs, processes, and outputs. It also discusses potential problems and areas for improvement. Finally, it provides background information on proposed learners for training, including their education, experience, location, skills, motivations, and characteristics.
This document outlines performance problems within a business unit by describing the task, conditions, behavior, and performance measures. It notes that the performance measure is not being met and analyzes why, then provides a recommendation to address the issue, potentially involving training.
This document appears to be an organizational assessment survey containing statements about various aspects of an organization that respondents are asked to agree or disagree with. The statements are grouped under headings including overall framework and strategy, structure and functions, systems and procedures, staff, training, management process, and departmental culture. Some of the key aspects assessed include whether the organization has clear purpose and strategies, defined roles and responsibilities, effective systems for financial management, personnel information, and performance evaluation, appropriate staff recruitment and qualifications, formal training policies and programs, participative management and decision making, and a results-oriented culture with trust between management and staff.
This survey aims to understand employees' continuing education needs. It asks about preferred training topics, most convenient times and days for training, influences on registering for programs, preferred training methods, willingness to pay for outside training, recommended conferences/workshops, importance of training topics, division/job level/tenure, and employment basis. Suggestions on better supporting success are also solicited. The survey contact is provided for any questions.
The document analyzes training courses taken by a sales team in 2008. It identifies the top 10 most popular courses which included professional selling, business English, communication, leadership, and marketing. Professional selling had the highest participation rate at 9.25% of the sales team. The document also lists other required training courses that were taken that year and their participation rates, with the lowest being 0.16% for inventory management and key account management.
This document outlines a training roadmap with programs for different manager levels, including basic, supervisor, and executive levels. It lists core programs such as new employee orientation, performance management, and customer service skills that are required at all levels. It also lists optional workshops for skills development across different areas like communication, negotiation, finance, and time management.
The document discusses time management techniques. It explains that time management is the art of arranging, organizing, scheduling and budgeting one's time for the purpose of increased productivity and effectiveness. It recommends planning and prioritizing tasks, delegating responsibilities appropriately, using time management tools, and periodically evaluating one's time management to identify areas for improvement. The key aspects are creating a to-do list ranked by priority, celebrating small wins, saying no when necessary, and regularly reviewing one's time usage to enhance time management skills.
New England Telephone has a large training department that offers many courses to its employees. It evaluates its training programs rigorously using internal audits, stakeholder surveys, course evaluations, and financial impact studies. One strategy to adapt to changing needs is a rotation system where employees work in training for 1-3 years to gain skills. They also offer training on new products early in development. Motorola's training center, MTEC, aims to improve productivity through performance-based, job-related training that supports strategic goals. It allocates 2% of payroll to training and sees employees as renewable assets to invest in. Motorola also uses participative work teams where employees contribute to decisions and share in profits above targets, incentivizing support
This document provides a system overview for an unnamed business line. It outlines the activities, inputs, processes, and outputs. It also discusses potential problems and areas for improvement. Finally, it provides background information on proposed learners for training, including their education, experience, location, skills, motivations, and characteristics.
This document outlines performance problems within a business unit by describing the task, conditions, behavior, and performance measures. It notes that the performance measure is not being met and analyzes why, then provides a recommendation to address the issue, potentially involving training.
This document appears to be an organizational assessment survey containing statements about various aspects of an organization that respondents are asked to agree or disagree with. The statements are grouped under headings including overall framework and strategy, structure and functions, systems and procedures, staff, training, management process, and departmental culture. Some of the key aspects assessed include whether the organization has clear purpose and strategies, defined roles and responsibilities, effective systems for financial management, personnel information, and performance evaluation, appropriate staff recruitment and qualifications, formal training policies and programs, participative management and decision making, and a results-oriented culture with trust between management and staff.
This survey aims to understand employees' continuing education needs. It asks about preferred training topics, most convenient times and days for training, influences on registering for programs, preferred training methods, willingness to pay for outside training, recommended conferences/workshops, importance of training topics, division/job level/tenure, and employment basis. Suggestions on better supporting success are also solicited. The survey contact is provided for any questions.
The document analyzes training courses taken by a sales team in 2008. It identifies the top 10 most popular courses which included professional selling, business English, communication, leadership, and marketing. Professional selling had the highest participation rate at 9.25% of the sales team. The document also lists other required training courses that were taken that year and their participation rates, with the lowest being 0.16% for inventory management and key account management.
This document outlines a training roadmap with programs for different manager levels, including basic, supervisor, and executive levels. It lists core programs such as new employee orientation, performance management, and customer service skills that are required at all levels. It also lists optional workshops for skills development across different areas like communication, negotiation, finance, and time management.
The document discusses time management techniques. It explains that time management is the art of arranging, organizing, scheduling and budgeting one's time for the purpose of increased productivity and effectiveness. It recommends planning and prioritizing tasks, delegating responsibilities appropriately, using time management tools, and periodically evaluating one's time management to identify areas for improvement. The key aspects are creating a to-do list ranked by priority, celebrating small wins, saying no when necessary, and regularly reviewing one's time usage to enhance time management skills.
1. CHI PHÍ HUẤN LUYỆN
Tên chương trình huấn luyện: ____________________________________________________________
Ngày: ____________________________________ Địa điểm: __________________________________
Số lượng học viên tham dự:___________________ Người chuẩn bị chi phí: _______________________
Mục Chi phí dự trù Chi phí thực tế Ghi chú
CHI PHÍ CHUẨN BỊ
Chi phí: Thực hiện TNA ____________ ______________ ___________
Thiết kế chương trình ____________ ______________ ___________
Tư vấn / Hỗ trợ hành chính ____________ ______________ ___________
Hội họp
Các khoản trợ cấp ____________ ______________ ___________
Thư từ/ điện thoại ____________ ______________ ___________
In ấn / copy tài liệu phục vụ việc thiết kế ____________ ______________ ___________
Các thiết bị đặc biệt ____________ ______________ ___________
Linh tinh ____________ ______________ ___________
__________________________________ ____________ ______________ ___________
__________________________________ ____________ ______________ ___________
CHI PHÍ TRỰC TIẾP CỦA KHÓA HỌC
Thù lao cho giảng viên ____________ ______________ ___________
Các khoản trợ cấp dành cho học viên ____________ ______________ ___________
Chi phí đi lại của học viên ____________ ______________ ___________
Chi phí chỗ ở cho giảng viên/ học viên ____________ ______________ ___________
Cơm trưa ____________ ______________ ___________
Bữa nhẹ giải lao ____________ ______________ ___________
Thuê hội trường ____________ ______________ ___________
Thuê trang thiết bị ____________ ______________ ___________
In ấn, copy tài liệu ____________ ______________ ___________
Văn phòng phẩm (bút, folder, quà tặng…)
Trang trí phòng học (banner, backdrop…) ____________ ______________ ___________
Linh tinh ____________ ______________ ___________
__________________________________ ____________ ______________ ___________
__________________________________ ____________ ______________ ___________
CHI PHÍ HÀNH CHÍNH
Thù lao cho người đánh giá sau khóa học ____________ ______________ ___________
Các khoản trợ cấp khác ____________ ______________ ___________
Chi phí đi lại ____________ ______________ ___________
Thư từ/ điện thoại/ fax ____________ ______________ ___________
__________________________________ ____________ ______________ ___________
__________________________________ ____________ ______________ ___________