Many large companies recognize the importance of social media tools but lack the vision on how to use them in conjunction with long-term initiatives and measure their effectiveness, according to a survey conducted by Vignette Corporation (NASDAQ: VIGN) in partnership with the Marketing Leadership Roundtable and the Corporate Executive Board. The results will be discussed in a June 10 Webcast presented by Vignette.
The survey collected almost 200 responses from companies with median revenue of $333 million. Fifty percent of the respondents work at companies that have 1,000 employees or more and 62 percent come from B2B organizations.
In February 2009, Vignette conducted a survey of 200 marketing executives on the subject of Social Media. The organizations surveyed know they need to utilize Social Media on their Web sites, but most are unsure how to implement a strategy.
This presentation by Gerardo Dada, senior director of product marketing for Vignette, explores a summary of trends captured in the survey as well as a step-by-step guide to implementing a successful Social Media strategy in your organization. The presentation also includes discussion on the state of Social Media today, what Web 2.0 means for your business and key strategies for successfully implementing Social Media in your organization.
What’s on the minds of senior business leaders as they
begin 2013? Despite ongoing global economic uncertainty, and increasing competitive pressures, how will organisations approach the key issues of innovation and business viability in the short and medium term?
ExEcutivE OutlOOk SurvEy 2013
Leading for innovation & growth
To answer these questions, we decided to focus our annual survey of CEOs, Directors, Chairpersons and VPs across Asia-Pacific, the Americas and Europe on innovation and business viability. We asked 179 people in senior leadership positions to tell us about their company’s direction over the
year ahead, and how they’re balancing the need to be profitable with the pressures of continuous change on a global scale.
The document discusses the findings of the 2019 Retail Technology Study, which surveyed over 80 senior retail executives responsible for IT decision making. Most respondents held C-level or VP positions and represented a variety of retail segments. The majority of respondents' companies had over 100 stores and annual revenues over $1 billion.
Think Balm Immersive Internet Business Value Study Slides 5 26 09ThinkBalm
1) Over 40% of respondents saw positive economic benefits from using immersive technologies in 2008-2009, while 42% were unsure of benefits.
2) For 2009, over 50% of respondents expected positive economic benefits, with 37% anticipating over $10,000 in benefits.
3) Nearly three-quarters of respondents indicated their organization's investment in immersive technologies might or will increase in 2009-2010 due to experiences in 2008-2009.
The document summarizes the findings of a survey of over 450 marketers about skills gaps in marketing organizations. It found that 70% receive no formal training or are self-taught, less than 50% receive regular training, and over 65% spend less than $1,000 annually on skills development. Additionally, over 50% of organizations do not have plans to address these skills gaps. The lack of skills is seen as contributing significantly to issues like poor sales-marketing alignment and lower revenue by many respondents.
This document summarizes a debate about whether social media is mature. The point argues that social media connects brands to huge audiences, allows efficient impressions, and audiences are emotionally invested. However, the counterpoint argues that big agencies are not built for social media, objectives are unclear, and engagement is hard to measure. In the end, it concludes that developing cross-departmental strategies, establishing roles, prioritizing customer relationships, identifying key metrics, understanding engagement value, embracing technology, and innovating can help social media mature further.
Many large companies recognize the importance of social media tools but lack the vision on how to use them in conjunction with long-term initiatives and measure their effectiveness, according to a survey conducted by Vignette Corporation (NASDAQ: VIGN) in partnership with the Marketing Leadership Roundtable and the Corporate Executive Board. The results will be discussed in a June 10 Webcast presented by Vignette.
The survey collected almost 200 responses from companies with median revenue of $333 million. Fifty percent of the respondents work at companies that have 1,000 employees or more and 62 percent come from B2B organizations.
In February 2009, Vignette conducted a survey of 200 marketing executives on the subject of Social Media. The organizations surveyed know they need to utilize Social Media on their Web sites, but most are unsure how to implement a strategy.
This presentation by Gerardo Dada, senior director of product marketing for Vignette, explores a summary of trends captured in the survey as well as a step-by-step guide to implementing a successful Social Media strategy in your organization. The presentation also includes discussion on the state of Social Media today, what Web 2.0 means for your business and key strategies for successfully implementing Social Media in your organization.
What’s on the minds of senior business leaders as they
begin 2013? Despite ongoing global economic uncertainty, and increasing competitive pressures, how will organisations approach the key issues of innovation and business viability in the short and medium term?
ExEcutivE OutlOOk SurvEy 2013
Leading for innovation & growth
To answer these questions, we decided to focus our annual survey of CEOs, Directors, Chairpersons and VPs across Asia-Pacific, the Americas and Europe on innovation and business viability. We asked 179 people in senior leadership positions to tell us about their company’s direction over the
year ahead, and how they’re balancing the need to be profitable with the pressures of continuous change on a global scale.
The document discusses the findings of the 2019 Retail Technology Study, which surveyed over 80 senior retail executives responsible for IT decision making. Most respondents held C-level or VP positions and represented a variety of retail segments. The majority of respondents' companies had over 100 stores and annual revenues over $1 billion.
Think Balm Immersive Internet Business Value Study Slides 5 26 09ThinkBalm
1) Over 40% of respondents saw positive economic benefits from using immersive technologies in 2008-2009, while 42% were unsure of benefits.
2) For 2009, over 50% of respondents expected positive economic benefits, with 37% anticipating over $10,000 in benefits.
3) Nearly three-quarters of respondents indicated their organization's investment in immersive technologies might or will increase in 2009-2010 due to experiences in 2008-2009.
The document summarizes the findings of a survey of over 450 marketers about skills gaps in marketing organizations. It found that 70% receive no formal training or are self-taught, less than 50% receive regular training, and over 65% spend less than $1,000 annually on skills development. Additionally, over 50% of organizations do not have plans to address these skills gaps. The lack of skills is seen as contributing significantly to issues like poor sales-marketing alignment and lower revenue by many respondents.
This document summarizes a debate about whether social media is mature. The point argues that social media connects brands to huge audiences, allows efficient impressions, and audiences are emotionally invested. However, the counterpoint argues that big agencies are not built for social media, objectives are unclear, and engagement is hard to measure. In the end, it concludes that developing cross-departmental strategies, establishing roles, prioritizing customer relationships, identifying key metrics, understanding engagement value, embracing technology, and innovating can help social media mature further.
The document discusses marketing confidence and challenges marketers face. It provides the following key points:
1. The Marketing Confidence Index is much lower than the Consumer Confidence Index, indicating marketers have lost trust.
2. New buzzwords like "de-trends" suggest the need to simplify marketing approaches and focus on the customer.
3. Marketers struggle with creating relevant products/services and building loyalty. Suggestions include better understanding customer needs, personalizing offerings, and focusing on lifetime customer value.
4. Integrating online and offline communication requires brand consistency, defining optimal channels, and measuring cross-channel performance.
The document discusses the results of a yearly marketing survey conducted in Belgium. It finds that marketing confidence is back, with expectations of increased projects, budgets, and team sizes in 2011 compared to previous years. Marketers recognize the huge potential of mobile marketing to increase relevance and engage customers. Creating a dialogue with customers is seen as a major challenge for 2011 and marketers intend to use online and mobile channels to facilitate this dialogue.
Long-Term Growth, Short-Term Differentiation and Profits from Sustainable Pro...Sustainable Brands
1) Sustainability is seen as vital to future business growth by the vast majority of executives surveyed globally. Over 90% saw sustainability as important or critical to their business.
2) Companies are focusing sustainable investments more on driving growth than cost cutting. Nearly half cited expanding into new markets as their primary target for sustainable investments to achieve growth.
3) However, many businesses still find it challenging to generate sufficient returns from sustainable products and services. Nearly half agreed that margins are lower and customers generally not willing to pay more. More work is needed to profitably deliver sustainable offerings at scale.
Presentation as given at the 3rd annual B2B Marketing Forum of SpotOn Vision and NIMA on the main outcomes of the CMO study and some implications at IBM
The document discusses funding and growth opportunities for technology companies in Ireland. It includes results from the BDO Technology Survey 2011 which found that technology sector confidence in growth is high. It also notes risks to revenue such as cost of capital and competitive pressures. The document states that Irish businesses are focused on geographical expansion, primarily to the UK and Western Europe as new markets. It concludes by emphasizing that technology remains an important sector for jobs and investment in Ireland despite perceptions that funding is decreasing, as EU investment in technology is actually rising.
From Stretched to Strengthened, key findings from the IBM CMO Study – Ronald ...B2B Marketing Forum
This document summarizes a presentation by Ronald Velten, Director of Marketing at IBM Benelux, on the challenges facing CMOs and IBM's approach to marketing. The presentation covers:
- Three key domains CMOs must improve in: delivering value to empowered customers, capturing value and measuring results, and fostering lasting connections.
- How IBM Marketing is moving from being "stretched" to "strengthened" through redefining its value, simplifying segmentation, implementing full marketing automation, digital transformation, and increasing field enablement.
- Challenges Benelux CMOs face in understanding individuals, utilizing customer data, employees understanding corporate character, and the need to expand influence beyond just
The document discusses content-based marketing and best practices. It finds that most companies have a content marketing strategy or are developing one. Best-in-class companies dedicate more resources to creating content and measuring its effectiveness than other companies. Content should be aligned to the buyer's journey, from awareness to post-sales. Measuring the impact of content on metrics like website traffic and conversions is important for success.
JVG Media is an employment communications agency based in UAE that specializes in designing and implementing recruitment advertising solutions. They serve over 250 clients with their print, online, outdoor, and branding needs. JVG Media has expertise in various industries including oil and gas, manufacturing, healthcare, and construction. They offer clients access to media in over 80 countries through their global partnerships and media souk.
Innovation is on everyone’s mind today. Though who is really accountable for innovation in an organization? Is there a department or function who is responsible? Or innovation is everyone’s business?
To address some of these, we at ideacomb, conducted a survey of HR and talent management professionals across North America during April-May 2012. The topic of the survey was “Can effective Talent management drive Innovation?”. Do HR & Talent management professionals see they have an important role in fostering the culture of innovation?
Brands2Life & PR Week UK 2009 Communications Directors SurveyTony Smith
The survey of 102 communications directors found that 61% worked for companies with over £500m in turnover. Their top challenges included demonstrating PR's business support and lack of strategic thinking time. Most respondents saw budgets decrease by 10-20% over the past year, and made cuts to paper-based content, events, and external agencies. Measurement became more important to management teams, while trust in the PR industry declined. Spending on corporate responsibility increased but budgets decreased. Digital PR represented 10-30% of budgets, with responsibilities including social media, websites, and SEO/SEM. Common digital activities were social media, blogs, and SEO.
Fundamentals of program, project portfolio managementRobert Twiddy
Here are 5 types of portfolio metrics with key questions and sample metrics for each:
1. Portfolio Mix
- What is the breakdown of projects by type, market, etc.?
- % of portfolio by project type, customer, business unit
2. Portfolio Health
- How healthy is the portfolio?
- % of projects on time, on budget, meeting goals
3. Financial Management
- How is the portfolio performing financially?
- ROI, NPV, IRR, cash flow, cost savings
4. Value Delivery
- Is the portfolio delivering value to the organization?
- % of portfolio linked to strategy, value of benefits realized
5. Demand and Cap
Ibm connect 2013 sw 102 social analytics key to a social enterpriseMark Heid
Social Analytics overview and demos - customer facing and "voice of the employee". Presentation delivered at IBM Connect 2013 in Orlando on Jan 28, 2013.
From HR Leader to Business Leader: 7 StrategiesTo Achieve Maximum Impact In Your Organization - MEGA session Presentation given by Jennifer McClure - President, Unbridled Talent LLC at the 2012 SHRM Annual Conference in Atlanta, GA
The document provides guidance for CIOs on navigating business expectations during an economic downturn. It discusses how CIOs should listen to executive peers, work with CEOs to deliver business results, and influence ideas to leverage current IT projects. Additionally, the summary outlines how CIOs should focus on improving efficiency, enabling appropriate outsourcing, and relating the impact of IT-infused processes to demonstrate business value during difficult economic times.
At Ideacomb, we had conducted a survey of HR and Talent Management professionals about Role of HR in Innovation. We received comprehensive inputs from professionals across the industry verticals and we are very thankful to all for their time in participating this survey. Find herewith the slides SpadeWorx shared during a Webinar conducted on September 27, 2012.
2012 B2B Social Media Marketing - Market Report by TheSocialPeopleViral Thaker
The document discusses key findings from a survey of marketers about social media and ROI. [1] Marketers are looking to invest heavily in social media presence, frequency of posts, and developing processes. [2] Marketers struggle with obtaining sufficient resources for social media and measuring ROI. [3] While social media monitoring is becoming standard, measuring actual ROI remains difficult for many marketers.
The document summarizes research from a survey of 206 small and mid-sized businesses on their digital marketing practices. It finds that:
1) Top performing companies, which exceed their marketing plans, invest more in marketing as a percentage of revenue and were more likely to adopt marketing automation technology.
2) Top performers also employ more active digital marketing techniques like email marketing and webinars, while laggard companies rely more on passive methods like content and websites.
3) Top performers take a more deliberate approach to marketing by measuring key metrics like cost per qualified lead more often than laggard companies.
A Customer Centricity Paradox - Tim Suther at Digiday Brand Conference #digidayAcxiom Corporation
Read the full state of the industry report: http://bit.ly/ACXMdigiwp12
Digital marketers think they’re on the cutting edge of what empowered consumers are doing, but in fact, they can’t see the forest for the trees. While mostly focused on deploying new channels and creating better ROI metrics, most lack a customer centric strategy that creates long term value. Based on new joint Digiday/Acxiom survey results with hundreds of digital marketers, this presentation will reveal the insights from that survey while providing some ideas and strategies that digital marketers can employ to help their organizations extend their brand’s success by leveraging their data assets in this digitally-connected world.
Digiday Brand Conference: State of the Industry with Acxiom: Better Connectio...Digiday
Digital marketers think they’re on the cutting edge of what empowered consumers are doing, but in fact, they can’t see the forest for the trees. While mostly focused on deploying new channels and creating better ROI metrics, most lack a customer centric strategy that creates long term value. Based on new joint Digiday/Acxiom survey results with hundreds of digital marketers, this presentation will reveal the insights from that survey while providing some ideas and strategies that digital marketers can employ to help their organizations extend their brand’s success by leveraging their data assets in this digitally-connected world.
Presenter: Tim Suther, CMO, Acxiom @timsuther
India's first Annual Product Management and Marketing Benchmar launched at NA...Pinkesh Shah
The document summarizes the key findings from India's first annual Product Management survey conducted by Adaptive Marketing. The survey received 182 responses from product professionals in India. It found that most product managers in India have an engineering background and are 32 years old with 3.4 years of experience as a PM. They spend most of their time on requirements management and product planning. On average, PMs earn 18 lakhs annually with variable pay. Most PMs aspire to be entrepreneurs or work for large tech companies like Google.
Automated Trading Summit 2012, Amsterdam
Big Data impacts the way we think about managing, processing and analyzing marketing data. It is the foundational element for building Digital Marketing solutions such as Audience Optimization, Channel Optimization, Content Optimization and Yield Optimization.
Recent research and studies provides some fascinating insights into how
(a) CMO's view Big Data as their biggest areas of "under-preparedness",
(b) Organizations view Advanced Analytics as a competitive advantage and
(c) Digital Marketers view Big Data as an enabling platform for all their future initiatives
The document discusses marketing confidence and challenges marketers face. It provides the following key points:
1. The Marketing Confidence Index is much lower than the Consumer Confidence Index, indicating marketers have lost trust.
2. New buzzwords like "de-trends" suggest the need to simplify marketing approaches and focus on the customer.
3. Marketers struggle with creating relevant products/services and building loyalty. Suggestions include better understanding customer needs, personalizing offerings, and focusing on lifetime customer value.
4. Integrating online and offline communication requires brand consistency, defining optimal channels, and measuring cross-channel performance.
The document discusses the results of a yearly marketing survey conducted in Belgium. It finds that marketing confidence is back, with expectations of increased projects, budgets, and team sizes in 2011 compared to previous years. Marketers recognize the huge potential of mobile marketing to increase relevance and engage customers. Creating a dialogue with customers is seen as a major challenge for 2011 and marketers intend to use online and mobile channels to facilitate this dialogue.
Long-Term Growth, Short-Term Differentiation and Profits from Sustainable Pro...Sustainable Brands
1) Sustainability is seen as vital to future business growth by the vast majority of executives surveyed globally. Over 90% saw sustainability as important or critical to their business.
2) Companies are focusing sustainable investments more on driving growth than cost cutting. Nearly half cited expanding into new markets as their primary target for sustainable investments to achieve growth.
3) However, many businesses still find it challenging to generate sufficient returns from sustainable products and services. Nearly half agreed that margins are lower and customers generally not willing to pay more. More work is needed to profitably deliver sustainable offerings at scale.
Presentation as given at the 3rd annual B2B Marketing Forum of SpotOn Vision and NIMA on the main outcomes of the CMO study and some implications at IBM
The document discusses funding and growth opportunities for technology companies in Ireland. It includes results from the BDO Technology Survey 2011 which found that technology sector confidence in growth is high. It also notes risks to revenue such as cost of capital and competitive pressures. The document states that Irish businesses are focused on geographical expansion, primarily to the UK and Western Europe as new markets. It concludes by emphasizing that technology remains an important sector for jobs and investment in Ireland despite perceptions that funding is decreasing, as EU investment in technology is actually rising.
From Stretched to Strengthened, key findings from the IBM CMO Study – Ronald ...B2B Marketing Forum
This document summarizes a presentation by Ronald Velten, Director of Marketing at IBM Benelux, on the challenges facing CMOs and IBM's approach to marketing. The presentation covers:
- Three key domains CMOs must improve in: delivering value to empowered customers, capturing value and measuring results, and fostering lasting connections.
- How IBM Marketing is moving from being "stretched" to "strengthened" through redefining its value, simplifying segmentation, implementing full marketing automation, digital transformation, and increasing field enablement.
- Challenges Benelux CMOs face in understanding individuals, utilizing customer data, employees understanding corporate character, and the need to expand influence beyond just
The document discusses content-based marketing and best practices. It finds that most companies have a content marketing strategy or are developing one. Best-in-class companies dedicate more resources to creating content and measuring its effectiveness than other companies. Content should be aligned to the buyer's journey, from awareness to post-sales. Measuring the impact of content on metrics like website traffic and conversions is important for success.
JVG Media is an employment communications agency based in UAE that specializes in designing and implementing recruitment advertising solutions. They serve over 250 clients with their print, online, outdoor, and branding needs. JVG Media has expertise in various industries including oil and gas, manufacturing, healthcare, and construction. They offer clients access to media in over 80 countries through their global partnerships and media souk.
Innovation is on everyone’s mind today. Though who is really accountable for innovation in an organization? Is there a department or function who is responsible? Or innovation is everyone’s business?
To address some of these, we at ideacomb, conducted a survey of HR and talent management professionals across North America during April-May 2012. The topic of the survey was “Can effective Talent management drive Innovation?”. Do HR & Talent management professionals see they have an important role in fostering the culture of innovation?
Brands2Life & PR Week UK 2009 Communications Directors SurveyTony Smith
The survey of 102 communications directors found that 61% worked for companies with over £500m in turnover. Their top challenges included demonstrating PR's business support and lack of strategic thinking time. Most respondents saw budgets decrease by 10-20% over the past year, and made cuts to paper-based content, events, and external agencies. Measurement became more important to management teams, while trust in the PR industry declined. Spending on corporate responsibility increased but budgets decreased. Digital PR represented 10-30% of budgets, with responsibilities including social media, websites, and SEO/SEM. Common digital activities were social media, blogs, and SEO.
Fundamentals of program, project portfolio managementRobert Twiddy
Here are 5 types of portfolio metrics with key questions and sample metrics for each:
1. Portfolio Mix
- What is the breakdown of projects by type, market, etc.?
- % of portfolio by project type, customer, business unit
2. Portfolio Health
- How healthy is the portfolio?
- % of projects on time, on budget, meeting goals
3. Financial Management
- How is the portfolio performing financially?
- ROI, NPV, IRR, cash flow, cost savings
4. Value Delivery
- Is the portfolio delivering value to the organization?
- % of portfolio linked to strategy, value of benefits realized
5. Demand and Cap
Ibm connect 2013 sw 102 social analytics key to a social enterpriseMark Heid
Social Analytics overview and demos - customer facing and "voice of the employee". Presentation delivered at IBM Connect 2013 in Orlando on Jan 28, 2013.
From HR Leader to Business Leader: 7 StrategiesTo Achieve Maximum Impact In Your Organization - MEGA session Presentation given by Jennifer McClure - President, Unbridled Talent LLC at the 2012 SHRM Annual Conference in Atlanta, GA
The document provides guidance for CIOs on navigating business expectations during an economic downturn. It discusses how CIOs should listen to executive peers, work with CEOs to deliver business results, and influence ideas to leverage current IT projects. Additionally, the summary outlines how CIOs should focus on improving efficiency, enabling appropriate outsourcing, and relating the impact of IT-infused processes to demonstrate business value during difficult economic times.
At Ideacomb, we had conducted a survey of HR and Talent Management professionals about Role of HR in Innovation. We received comprehensive inputs from professionals across the industry verticals and we are very thankful to all for their time in participating this survey. Find herewith the slides SpadeWorx shared during a Webinar conducted on September 27, 2012.
2012 B2B Social Media Marketing - Market Report by TheSocialPeopleViral Thaker
The document discusses key findings from a survey of marketers about social media and ROI. [1] Marketers are looking to invest heavily in social media presence, frequency of posts, and developing processes. [2] Marketers struggle with obtaining sufficient resources for social media and measuring ROI. [3] While social media monitoring is becoming standard, measuring actual ROI remains difficult for many marketers.
The document summarizes research from a survey of 206 small and mid-sized businesses on their digital marketing practices. It finds that:
1) Top performing companies, which exceed their marketing plans, invest more in marketing as a percentage of revenue and were more likely to adopt marketing automation technology.
2) Top performers also employ more active digital marketing techniques like email marketing and webinars, while laggard companies rely more on passive methods like content and websites.
3) Top performers take a more deliberate approach to marketing by measuring key metrics like cost per qualified lead more often than laggard companies.
A Customer Centricity Paradox - Tim Suther at Digiday Brand Conference #digidayAcxiom Corporation
Read the full state of the industry report: http://bit.ly/ACXMdigiwp12
Digital marketers think they’re on the cutting edge of what empowered consumers are doing, but in fact, they can’t see the forest for the trees. While mostly focused on deploying new channels and creating better ROI metrics, most lack a customer centric strategy that creates long term value. Based on new joint Digiday/Acxiom survey results with hundreds of digital marketers, this presentation will reveal the insights from that survey while providing some ideas and strategies that digital marketers can employ to help their organizations extend their brand’s success by leveraging their data assets in this digitally-connected world.
Digiday Brand Conference: State of the Industry with Acxiom: Better Connectio...Digiday
Digital marketers think they’re on the cutting edge of what empowered consumers are doing, but in fact, they can’t see the forest for the trees. While mostly focused on deploying new channels and creating better ROI metrics, most lack a customer centric strategy that creates long term value. Based on new joint Digiday/Acxiom survey results with hundreds of digital marketers, this presentation will reveal the insights from that survey while providing some ideas and strategies that digital marketers can employ to help their organizations extend their brand’s success by leveraging their data assets in this digitally-connected world.
Presenter: Tim Suther, CMO, Acxiom @timsuther
India's first Annual Product Management and Marketing Benchmar launched at NA...Pinkesh Shah
The document summarizes the key findings from India's first annual Product Management survey conducted by Adaptive Marketing. The survey received 182 responses from product professionals in India. It found that most product managers in India have an engineering background and are 32 years old with 3.4 years of experience as a PM. They spend most of their time on requirements management and product planning. On average, PMs earn 18 lakhs annually with variable pay. Most PMs aspire to be entrepreneurs or work for large tech companies like Google.
Automated Trading Summit 2012, Amsterdam
Big Data impacts the way we think about managing, processing and analyzing marketing data. It is the foundational element for building Digital Marketing solutions such as Audience Optimization, Channel Optimization, Content Optimization and Yield Optimization.
Recent research and studies provides some fascinating insights into how
(a) CMO's view Big Data as their biggest areas of "under-preparedness",
(b) Organizations view Advanced Analytics as a competitive advantage and
(c) Digital Marketers view Big Data as an enabling platform for all their future initiatives
The document outlines the results of Mercer's 2010 EMEA HR Transformation survey. Over 500 organizations across Europe, the Middle East and Africa participated in the survey. The results show that HR functions continue to undergo transformation to better align with business strategies and increase efficiency and effectiveness. Retaining key talent and developing a performance culture were the top human capital challenges identified. While some organizations have completed transformations, over half indicated they are still engaged in ongoing transformation efforts or plan to initiate them in the coming year. The focus on continuous improvement and renewal of the HR function was a consistent theme highlighted in the survey results.
IBM Finance Forum - The Economic Balancing ActIBM Sverige
Sweden's economy has been on a roller coaster ride in recent years, first there was the fallout from the worst post-war global recession, and now we find ourselves travelling at full speed as growth rebounds with renewed vigour. That's all great news for now but in the meantime we have all learned some valuable lessons - with growth comes increased risk, we need to manage that, with growth comes increased cost, we need to manage that too and with growth comes ever greater opportunity both good and bad. How can business prepare for and anticipate that? What role does the finance organisation now play in keeping everything in blanace?
The Economics of the Socially Engaged Enterprise: What Separates the Leaders ...PulsePoint Group
A PulsePoint Group Study based on a survey by The Economist Intelligence Unit (Wave I - 2012) presented at Arthur W. Page Society, Spring Seminar, March 2012
The document discusses the role of the business analyst (BA). It provides statistics on BA demographics such as company size, industries, team sizes, and tools used. A typical BA's day involves activities like requirements gathering, facilitation, and modeling. Key challenges for BAs are vague requirements, unrealistic timelines, and finding time with business stakeholders. Best practices include identifying all perspectives, understanding impacts, considering alternatives, and maintaining traceability of requirements.
MindChips is an IT consulting firm that provides outsourcing advisory services to help clients reduce costs, improve project delivery, and make informed sourcing decisions. They assess outsourcing engagements to identify challenges, benchmark performance, and provide recommendations. Their approach involves collecting data through surveys, interviews, and analysis to deliver a report with performance ratings, an action plan, and governance practices to improve the outsourcing relationship.
The Impact of Lean on Consumer Product ManufacturersFindWhitePapers
Dedication to Lean requires a focus on change, the identification of areas of improvement across the enterprise and a commitment to monitor continuously. The real challenge to Lean, however, requires this first change, a shift in the culture. Consumer products manufacturers are early on in their Lean journey compared to companies across industry, with 56% less than a year to 3 years into it.
Similar to UK Critical Talent Pipelines Research 2012 (20)
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
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.
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
https://rb.gy/usj1a2
The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...ABHILASH DUTTA
This presentation provides a thorough examination of Over-the-Top (OTT) platforms, focusing on their development and substantial influence on the entertainment industry, with a particular emphasis on the Indian market.We begin with an introduction to OTT platforms, defining them as streaming services that deliver content directly over the internet, bypassing traditional broadcast channels. These platforms offer a variety of content, including movies, TV shows, and original productions, allowing users to access content on-demand across multiple devices.The historical context covers the early days of streaming, starting with Netflix's inception in 1997 as a DVD rental service and its transition to streaming in 2007. The presentation also highlights India's television journey, from the launch of Doordarshan in 1959 to the introduction of Direct-to-Home (DTH) satellite television in 2000, which expanded viewing choices and set the stage for the rise of OTT platforms like Big Flix, Ditto TV, Sony LIV, Hotstar, and Netflix. The business models of OTT platforms are explored in detail. Subscription Video on Demand (SVOD) models, exemplified by Netflix and Amazon Prime Video, offer unlimited content access for a monthly fee. Transactional Video on Demand (TVOD) models, like iTunes and Sky Box Office, allow users to pay for individual pieces of content. Advertising-Based Video on Demand (AVOD) models, such as YouTube and Facebook Watch, provide free content supported by advertisements. Hybrid models combine elements of SVOD and AVOD, offering flexibility to cater to diverse audience preferences.
Content acquisition strategies are also discussed, highlighting the dual approach of purchasing broadcasting rights for existing films and TV shows and investing in original content production. This section underscores the importance of a robust content library in attracting and retaining subscribers.The presentation addresses the challenges faced by OTT platforms, including the unpredictability of content acquisition and audience preferences. It emphasizes the difficulty of balancing content investment with returns in a competitive market, the high costs associated with marketing, and the need for continuous innovation and adaptation to stay relevant.
The impact of OTT platforms on the Bollywood film industry is significant. The competition for viewers has led to a decrease in cinema ticket sales, affecting the revenue of Bollywood films that traditionally rely on theatrical releases. Additionally, OTT platforms now pay less for film rights due to the uncertain success of films in cinemas.
Looking ahead, the future of OTT in India appears promising. The market is expected to grow by 20% annually, reaching a value of ₹1200 billion by the end of the decade. The increasing availability of affordable smartphones and internet access will drive this growth, making OTT platforms a primary source of entertainment for many viewers.
buy old yahoo accounts buy yahoo accountsSusan Laney
As a business owner, I understand the importance of having a strong online presence and leveraging various digital platforms to reach and engage with your target audience. One often overlooked yet highly valuable asset in this regard is the humble Yahoo account. While many may perceive Yahoo as a relic of the past, the truth is that these accounts still hold immense potential for businesses of all sizes.
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).
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
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.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
5. Changing size of the workforce in 2012
Expected change in size Expected number of people leaving
of workforce in 2012 voluntarily compared to 2011
Decrease Lower Higher
20% Increase 21% 22%
30%
Stay the No change
same 57%
50%
Q1. How do you expect the overall size of your workforce to change in the next 12 months?
Q2. Do you expect the number of people leaving the company voluntarily over the next 12
months to be higher or lower than the previous 12 months? TALENT INTELLIGENCE
6. Ability to grow is the main concerns for
companies
94% of companies define some roles within their organisation as critical
Yet only 60% are fully confident they have the best people in the
right places to drive growth… 40% are not
TALENT INTELLIGENCE
7. Importance of visibility of talent needs and
gaps
Extremely important Important
All sectors 64% 31% 95%
Financial services 71% 29% 100%
Pharmaceutical 69% 28% 97%
Construction / manufacturing 75% 21% 96%
Retail / wholesale 66% 30% 96%
IT / technology 63% 32% 95%
Public sector 57% 37% 94%
Hospitality / leisure 60% 33% 93%
Business services 52% 41% 93%
Q20. How important do you think it is for companies to have visibility of
talent needs and gaps for critical roles and plan accordingly? TALENT INTELLIGENCE
8. What are the Critical Roles?
TA L E N T I N T E L L I G E N C E
9. Identifying the most critical roles
Pharmaceutical and
Impact on business efficiency 60% construction /
manufacturing (69%)
share the strongest
Direct financial contribution 45%
view on efficiency
Indirect financial contribution 37%
Impact on company brand image 36%
Market insight into services most valued by
customers
31%
10% of companies say they don’t
know how to identify the most
Through quality talent intelligence / data 31%
critical roles – rising to 22% amongst
public sector organisations
Other 3%
Q23. How do you know which are your critical roles? TALENT INTELLIGENCE
10. Most critical roles for driving future growth*
% rating as critical (4 or 5 out of 5)
Finance & legal professionals 62%
Customer service 58%
Technical & IT professionals 58%
Marketing professionals 51%
Sales professionals 48%
Production staff 47%
R&D 42%
Administrators 36%
“Without them, the actual operational service that we provide wouldn’t happen efficiently and our customer
satisfaction would decline and we would lose business” – HR Director of an energy company cites the
importance of senior technical engineers
Q21. More specifically, which of the following job functions do you consider to be critical roles within your
company in terms of driving future growth? Please rate on a scale of 5-1 where 5 is “extremely critical” and 1 T A L E N T I N T E L L I G E N C E
is “not at critical”
*Asides from HR professionals
11. Critical roles that are difficult to fill
% rating as critical (4 or 5 out of 5)
Technical & IT professionals 32%
Finance & legal professionals 24%
Sales professionals 23%
R&D 22%
Marketing professionals 22%
HR professionals 22%
Production staff 15%
Customer service 11%
Administrators 10%
Q21. More specifically, which of the following job functions do you consider to be critical roles
within your company that are difficult to fill? Please rate on a scale of 5-1 where 5 is “extremely
difficult to fill” and 1 is “extremely easy to fill”
TALENT INTELLIGENCE
12. Critical skills quadrant: all sectors
Technical / IT
NON CRITICAL SPECIALISTS CRITICAL SPECIALISTS
More difficult to fill
Finance / legal
R&D Sales HR
Marketing
NON CRITICAL GENERALISTS CRITICAL GENERALISTS
Production Customer service
Administrators
More critical roles
TALENT INTELLIGENCE
14. Effectiveness at managing critical
talent pipelines
% saying they are effective (4 or 5 out of 5)
Match high performing individuals with critical
roles
68%
Identify critical roles within the business based
on business goals
66%
Fill talent gaps either through development or
recruitment
61%
Determine gaps between available and needed
talent
56%
Identify risk of losing critical employees 54%
Q24. How effectively is your company currently able to do the following? Please use a scale of
5-1 where 5 is “extremely effectively” and 1 is “not at all effectively” TALENT INTELLIGENCE
15. Building a Critical Talent Strategy…
Identify Critical Roles, and Define
Current and Future Needs
Understand Inventory of Internal
Talent
Determine Target Mix of Internal
vs External Recruitment
Define and Nurture Pools of
Internal Talent Through
Development, Mobility and
Retention Plans
16. Building a Critical Talent Strategy…
Track Development
Progress, Promotion and
Turnover Rates
Define Pools of Existing External
Candidates
Measure and Refine Continuous
Sourcing /CRM Strategies
Measure Health of Internal and
External Talent Pools on a
Regular Basis
18. Questions
• How can we attract people to skills shortage
occupations when other organisations are also after
them?
• How do I identify critical roles in my organisation?
• How can we retain these people who will be on other
organisation's shopping lists?
• How do I decide the balance between internal and
external supply?
• How we create a supply route to the these
roles, either internally or externally?
• Once we have identified people and placed them into
a talent pool, how can we keep them interested until
we need them?
TALENT INTELLIGENCE
19. Oracle and Taleo: Driving Exceptional
Organizational Performance
Please join Mark Hurd and Oracle and Taleo executives on
Thursday, April 26, 2012 for a webcast presentation on the product
strategy for the combined Oracle and Taleo offering.
Together, Oracle and Taleo will:
• Create a comprehensive cloud offering to manage Human Resources
and employee careers
• Improve the employee experience through every stage of the
employee lifecycle
• Deliver powerful intelligence and a complete social experience
Live Webcast: Oracle and Taleo, Driving Exceptional Organizational
Performance – Register at Taleo.com or Oracle.com
Date: April 26, 2012
Time: 9:00 a.m. PT | Noon ET |5pm UK | 6pm Paris
TALENT INTELLIGENCE
20. Taleo’s UK Social Community
Taleo_UK
Event Hashtag: #TalentPipelines
Taleo, Talent Intelligence UK Community