This is a presentation coordinated for the Warrington College of Business's first undergraduate Case Competition. We were able to introduce a strategy that focused on marketing in order to provide a solution to the need for increasing interest in the minor.
This is a presentation coordinated for the Warrington College of Business's first undergraduate Case Competition. We were able to introduce a strategy that focused on marketing in order to provide a solution to the need for increasing interest in the minor.
NCCET Webinar - New Ideas for Fast-Track Healthcare Programs by Kirk White, RN, MSN, Interim Executive Dean, Continuing Education, Austin Community College and Jenny Bodurka, CPP, Programming coordinator, Continuing Education and Professional Development , Schoolcraft College. Learn more at http://www.nccet.org
Nonprofit organizations that have developed a business plan are better prepared to take advantage of opportunities that present and overcome challenges that develop.
Participants will come to understand the value that business planning will bring to their organizations and learn how to proceed with the process.
Finding The Right Funding: Proven Grant Research StrategiesWeDidIt
Visit http://wediditacademy.com/course/finding-the-right-funding-proven-grant-research-strategies/ for the webinar recording
Sometimes the difference to winning a grant and being denied is the right research strategy.
How can you get organized and have a proven grant research strategy? Rachel Werner of RBW Strategy shares her expert advice to jump-start your grant research strategy!
-Get organized and find the right grants to apply for
-Free resources for grant success
-Learn the basics of the grant lifecycle
A guide to navigating the strategic enrollment planning process to create the conditions for institution wide shared responsibility of enrollment outcomes.
NCCET Webinar - New Ideas for Fast-Track Healthcare Programs by Kirk White, RN, MSN, Interim Executive Dean, Continuing Education, Austin Community College and Jenny Bodurka, CPP, Programming coordinator, Continuing Education and Professional Development , Schoolcraft College. Learn more at http://www.nccet.org
Nonprofit organizations that have developed a business plan are better prepared to take advantage of opportunities that present and overcome challenges that develop.
Participants will come to understand the value that business planning will bring to their organizations and learn how to proceed with the process.
Finding The Right Funding: Proven Grant Research StrategiesWeDidIt
Visit http://wediditacademy.com/course/finding-the-right-funding-proven-grant-research-strategies/ for the webinar recording
Sometimes the difference to winning a grant and being denied is the right research strategy.
How can you get organized and have a proven grant research strategy? Rachel Werner of RBW Strategy shares her expert advice to jump-start your grant research strategy!
-Get organized and find the right grants to apply for
-Free resources for grant success
-Learn the basics of the grant lifecycle
A guide to navigating the strategic enrollment planning process to create the conditions for institution wide shared responsibility of enrollment outcomes.
HCC will be a leader in providing high quality, innovative education leading to student success and completion of workforce and academic programs. We will be responsive to community needs and drive economic development in the communities we serve.
Is your institution struggling to develop an easy-to-communicate economic development strategy? Do you have metrics that demonstrate the success of your initiatives? This session will provide an overview of the Balanced Scorecard approach to strategic planning for university economic development, which emphasizes performance metrics and allows universities to communicate their entire strategic plan on a single, poster-sized strategy map. We will examine metrics being used by research universities, universities with entrepreneurial programs, and community colleges across a range of economic development objectives. We will close with a practical, interactive exercise that will allow participants to begin developing their own Balanced Scorecard.
Felix DiCamillo, Director of Business Development, The Rochester Group
Maureen Klovers, President and CEO, Lyon Park Associates
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
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.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
4. Mission Statement To unite our donors’ passions with the University of Hawai ‘ i’s aspirations to benefit the people of Hawai ‘ i and beyond. We do this by: - Raising private philanthropic support - Managing private investments - Nurturing donor and alumni relationships
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Editor's Notes
At the conclusion of the last meeting, we were charged with focusing on our core critical services and this is what we tried to do.
We were charged to outline a 5 year strategic plan. We want to build on the success of this campaign. Getting to these goals represents the next level of sustainability for UH. Private support is the only growth area for universities at this point. They are tempered somewhat because of the uncertainties in the economy, but we are cautiously optimistic about the future. CONTINUOUS IMPROVEMENT OF FUNDRAISING PRODUCTIVITY Campus-based major gift development officers’ goal will be $1.5 million/year
With our strategic plan we are addressing the following general questions: With a changing environment and situation, (end of campaign, end of contract, new UH president, continued devolvement of UH System functions) how best can the Foundation serve UH System and the 10 campuses? What should we be doing (are we doing the right thing?), why should we be doing it, and how should it be done? What areas do we leverage?
There was a need to sharpen our mission so that it could be easily stated by everyone at the UH Foundation. Our mission statement attempts to answer the following questions: Why does the Foundation exist? What activity are we going to do to accomplish our purpose? What are the basic beliefs we share?
Critical Issues: Moving forward and building on a successful campaign: From our Centennial Campaign, we not only will exceed our initial goals, but have also learned a great deal of experience about initiating, maintaining, and succeeding in the largest fundraising effort in Hawaii. How will we continue our reputation for success with contract renewal, reduced resources, new System and BOR leadership, and new UHF volunteer leadership? Re contract renewal -- Raise as much money as we can while providing services to those who do not have as much capacity as others. Near-Term Strategies: Reassess prospect capacity Evaluate staff deployment: Assess whether with regard to the neighbor islands, many staff members are being pulled into non-fundraising activities. The most efficient utilization of their time may be spent out on the road and not tied down to one campus, per se. They would be ‘road warriors’ of sorts and fundraising for UH as a whole and not for any particular campus. As for the mainland, the most donors to the Centennial Campaign, second only to Oahu, were from California which is why we would like to have a staff member focusing on this region. Long-Term Strategies: Expand regional focus: More international. Continue to develop core services:
Recapping: 5 sources of revenue: Unrestricted, float, fee from endowment, gift fee, UH Critical issues: In this economic climate, maintaining our revenue stream will not be possible. Funds raised: Working with a post-RIF staff toward increased results Gift fee: Current 3.5% gift fee and with suspended accounts only _____ will be generated which is below the amount needed for operations. Cap: Need to determine whether the BOR will continue their contract with UHF and if so, at what amount? Under the contract, we have an inability to use other sources of funds, i.e., state funds, to hire staff Near-Term Strategies (within 2 years): Manage operations within economic constraints affecting budget: RIF, very limited travel, possible annual increase freeze (only incentives) Maximize operating revenue sources: Possible increase in gift fee to 5%; need assistance from BOT to negotiate the contract funds to remain the same Long-Term Strategies (within 5 years): Expand revenue sources to meet demand: Possible real estate ventures
Critical Issues: Contract renewal Basis of staff deployment: Along the same line, under the contract we must service all 10 campuses and alumni relations versus going where the money is. Narrowing this down further, the continuous issue of allocation of resources has the same effect on our central fundraisers – would it be more beneficial to be strategic or opportunistic? Near-Term Strategies: Redo capacity analysis to maximize staff effectiveness Critical Issues: Recruiting, retaining, and developing quality development professionals: With our current revenue stream, we cannot compete with comparable mainland foundations for talent. Near-Term Strategies: Identify talented future UHF leaders and prepare them for leadership role: We will look into our own pool of which we have a few stand-outs and begin to develop them and provide further supervisory duties and development training. Continuing our incentive plan will also help with recruitment and retention.
Critical Issues: Supporting units in marketing and selling philanthropic priorities: In order to do this, we will work on training our deans and directors in development. Near-Term Strategies: Initiate academic fundraising priority-setting processes Create cohesive and compelling fundraising sales tools Critical Issues: Improving our reputation amongst UH employees and the community: Our internal constituency is a huge market for us. Improving customer service Increasing awareness of UHF Near-Term Strategies: Increase internal and external publicity of UHF successes: This will increase UHF’s value to UH partnership and community Develop UHF brand Long-Term Strategies: Create our own culture of philanthropy within UH: Critical Issues: Improving messaging that enhances the culture of philanthropy in Hawaii Long-Term Strategies: Becoming leading philanthropic fiduciary organization:
Critical Issues: Increasing revenue stream independent of membership fees: Currently, the Alumni Relations team relies on membership fees to assist with their operational budget. The ability to focus our efforts on alumni involvement and communication rather than membership would strengthen alumni ties to UH. Increasing alumni involvement at the campus level: Near-Term Strategies: Develop alternative means of revenue stream: Long-Term Strategies: Initiate no-fee membership: Once we are able to obtain alternative sources of revenue for operations, we will have an alumni association where all alumni are members.
Critical Issues: Functionality of allocated space: Currently, our central departments are not in the same building – creates inefficiency and lack of unity. Near-Term Strategies: Maximize staff effectiveness through office moves: We have moved central departments and individuals around and grouped them according to who works closely with who. We have also moved the CFR group back down from Hawaii Hall (Manoa) because of the need for space by the state. Long-Term Strategies: Negotiate for more facilities that foster appropriate partnerships: Maybe all in one building
With our strategic plan we are addressing the following general questions: With a changing environment and situation, (end of campaign, end of contract, new UH president, continued devolvement of UH System functions) how best can the Foundation serve UH System and the 10 campuses? What should we be doing (are we doing the right thing?), why should we be doing it, and how should it be done? What areas do we leverage?
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