...Naimat Ullah Khan Cell: 0092‐300‐3663512/ cckarachi@yahoo.com As Coordinator@ Lincoln Corner Karachi (LCK): • • • • • • Executing LCK library routines, entertaining information queries related to the United States from students, professionals, scholars, NGOs etc. Participated in different local & National workshops & demonstrated strong communication & presentation skills in business operations & marketing of LC Karachi. Initiated different projects, strengthen the communities with LCK Children Club, Kids Summer Club & LCK discussion Club. Maintain LCK‐Google Groups, social networking tools like Youtube Channel, Facebook & picasaweb web events gallery etc. Achieve assigned targets, prepared official documentation, reference catalogues, Alerts & record updates etc. Registered LC Karachi & host institution with different local & international organizations and build collaborations. Prepared thematic & inspirational programs to promote cultural diversity & share the American values with the people of Pakistan to produce harmony & friendship. Promoted & coordinated Youth Exchange & Study Program, US Education Foundation Pakistan, and Mission’s Public Affair Section. Communicate & broadcast the information to targeted audience, negotiate with organizational heads & CEOs in programs planning & delivering results. Organize Literacy oriented programs with different platforms & communities...
Words: 3770 - Pages: 16
...t ^^ rives . Customer Equity A company's current customers provide the most reliable source of future revenues and profits. By Katherine N. Lemon, Roland T. Rust, and Valarie A. ZeithamI 20 I MM S p r i n g 2001 C o n s i d e r t h e i s s u e s facing a typical brand manager, product manager, or marketing-oriented CEO: How do I manage the brand? How will my customers react to : r changes in the product or service offering? Should 1 raise price? What is the best way to enhance the relationships with my current customers? Where should I focus my efforts? Business executives can answer such questions by focusing on customer equitythe total of the discounted lifetime values of all the firm's customers. A strategy based on customer equity allows firms to trade off between customer value, brand equity, and customer relationship management. We have developed a new strategic framework, the Customer Equity Diagnostic, that reveals the key drivers increasing the firm's customer equity. This new framework will enable managers to determine what is most important to the customer and to begin to identify the firm's criticai strengths and hidden vulnerabilities. Customer equity is a new approach to marketing and corporate strategy that finally puts the customer and, more important, strategies that grow the value of the customer, at the heart of the organization. For most firms, customer equity is certain to be the most important determinant of the ...
Words: 3930 - Pages: 16
...^^ rives . Customer Equity A company's current customers provide the most reliable source of future revenues and profits. t By Katherine N. Lemon, Roland T. Rust, and Valarie A. ZeithamI 20 I MM S p r i n g 2001 C o n s i d e r t h e i s s u e s facing a typical brand manager, product manager, or marketing-oriented CEO: How do I manage the brand? How will my customers react to changes in the product or service offering? Should 1 raise price? What is the best way to enhance the relationships with my current customers? Where should I focus my efforts? Business executives can answer such questions by focusing on customer equitythe total of the discounted lifetime values of all the firm's customers. A strategy based on customer equity allows firms to trade off between customer value, brand equity, and customer relationship management. We have developed a new strategic framework, the Customer Equity Diagnostic, that reveals the key drivers increasing the firm's customer equity. This new framework will enable managers to determine what is most important to the customer and to begin to identify the firm's criticai strengths and hidden vulnerabilities. Customer equity is a new approach to marketing and corporate strategy that finally puts the customer and, more important, strategies that grow the value of the customer, at the heart of the organization. For most firms, customer equity is certain to be the most important determinant of the long-term value of the firm....
Words: 3971 - Pages: 16
...Chapter 1 INTRODUCTION This study is divided into several chapters. The beginning chapter presents a detailed background of the study conducted among a group of secondary schools pupils in The Netherlands. The study focuses on new Media and whether its’ usage has any effect on academic performance. This is explored from the context of HAVO Dutch youths in Rotterdam aged 14-16 years in two schools; Calvijn and Comenius colleges particularly from their peer solidarity and socialization processes. HAVO is one of the four streams of secondary education in Holland referred to as Senior general secondary education (HAVO). The stream takes five years and qualifies students to enter higher vocational education (HBO). Some students can also choose to enter pre-university secondary education VWO or MBO education (Dutch Education Journal, 2007). The analysis is based on both qualitative and quantitative findings from Focus Group Discussions (FDGs), structured and semistructured interviews, drawings, observations and questionnaires. This study considers both the advantages and disadvantages of youth engagement in new media. The study also attempt to contribute to the wider development discourses in the field of children and youth. The conclusion for this book highlights how new media has played a role in the youth cultures in structuring their peer relationships. Throughout the study, pseudo names are used for ethical reasons. BACKGROUND OF THE STUDY Before delving deeper...
Words: 19212 - Pages: 77
...Constructing Knowledge Together (21-45). Extract from Telecollaborative Language Learning. A guidebook to moderating intercultural collaboration online. M. Dooly (ed.). (2008) Bern: Peter Lang. Chapter 1 Constructing knowledge together Melinda Dooly Coming together is a beginning. Keeping together is progress. Working together is success. (Henry Ford) Summary In this chapter, we briefly explain what we propose as a working definition of cooperative and collaborative learning and why it is important. This chapter gives an overview of how the premise of constructivism provides an important axis for collaborative and cooperative work. We also examine how this type of approach easily fits with online language learning projects. Basic points for setting up online collaborative projects are given, however these examples are quite general in this chapter. Specific examples of how collaborative and/or cooperative learning can be explored with network-based learning are provided in Chapters 3 and 4, which describe some ICT tools in more detail. Constructing knowledge together: collaborative or cooperative learning? Collaborative learning requires working together toward a common goal. This type of learning has been called by various names: cooperative learning, collaborative learning, collective learning, learning communities, peer teaching, peer learning, or team learning. What they have in common is that they all incorporate group work. However, collaboration is more than...
Words: 6394 - Pages: 26
...» BEST OF HBR THE HIGH-PERFORMANCE ORGANIZATION 1989 Sixteen years ago, when Gary Hamel, then a lecturer at London Business Schooi, and C.K. Prahalad, a University of Michigan professor, wrote "Strategic lntent,"the article signaled that a major new force had arrived in management Hamel and Prahalad argue that Western companies focus on trimming their ambitions to match resources and, as a result, search only for advantages they can sustain. By contrast, Japanese corporations leverage resources by accelerating the pace of organizational learning and try to attain seemingly impossible goals. These firms foster the desire to succeed among their employees and maintain it by spreading the vision of global leadership. This is how Canon sought to "beat Xerox"and Komatsu set out to "encircle Caterpillar." This strategic intent usually incorporates stretch targets, which force companies to compete in innovative ways. In this McKlnsey Award-winning article, Hamel and Prahalad describe four techniques that Japanese companies use: building layers ofadvantage, searching for "loose bricks," changing the terms of engagement, and competing through collaboration. Strategic Intent by Gary Hamel and C.K. Prahalad oday managers in many industries Most leading global companies started with ambitions that were far bigger than their resources and capabilities. But they created an obsession with winning at ail levels of the organization and sustained that obsession for decades. 148 working hard...
Words: 9997 - Pages: 40
....=-.8 Gontext in Teaching its social Language English c, s o c i o l i n g u i s tech n o g r a p h ia n d it, n e _ - r l l i s hL a n g u a gT e a c h i ni g i t s s o c i a lc o n t e x t o f f e r s h a n d i n t r o d u c ets e and learning on pe , , , a l - p s y c h o l o g i c a lr s p e c t i v e s T E S 0 L t e a c h i n g e l s I l e . . = . a n tl i t e r a t u r e n s e c o n da n g u a ga c q u i s i t i o nt. p r e s e n tE n g l i s ha n g u a gte a c h i n g o contexts' g, i c o . . a r i e t y f s p e c i f i n s t i t u t i o n a l e o g r a p h acn dc u l t u r a l p i e c e - h a v eb e e n s y a b . : . : i c l e s w h i c hi n c l u d e o t hc l a s s i c n d s p e c i a l lc o m m i s s i o n e d e l s - _ .. . , y c h o s e n n o e d i t e d o p r e s e ntth e m a i np r i n c i p l eo f E n g l i s ha n g u a gte a c h i n g ' t a y h r,e c o g n i ste e i n d i v i d u a l i to f s b : , 3 c u so n t h e r o l e sp l a y e d y t e a c h e r a n d l e a r n e r s g u i d a n c eo r s t u d e n t s ' f o i , j . a g e l e a r n e r ss u p p o r t e a c h e r sn t h e p r o v i s i o n f a c t i v e learners between interaction patterns of and negative bothpositive and =-.- r1g, examine :-,rteacherS. n - -ls o v e r a lu n d e r s t a n d io fg l n p u r R e a d eo f f e r s e o p l e n f a m i l i aw i t h r e s e a r cih t h i sf i e l da n r a l l o w i n t h em o r ee x p e r i e n c e d g e g l . = . us s u eis c o n t e m p o r a Ey g l i s...
Words: 16629 - Pages: 67
...CROSSROADS When I read the first draft of this manuscript it provided a genuine " aha" experience. I felt that "tempered radicalism" was a concept that had been waiting to be invented. Meyerson and Scully, in my view, have grasped an important idea and have written about it in a careful and an illuminating way. It's one of those papers, I suspect; that some people will react to by thinking: "I wish I had written that!" Further, I can see others I know well in the field as fitting'the description of the tempered radical, at least in some circumstances and at different times. The reviewers, while suggesting changes, as reviewers do, were also very taken with the paper. It is intellectually interesting, and evocative. It provides us with a perspective on organizational issues that is typically glossed. It opens an arena for organizational analysis that is missed in r most theoretical frameworks. Tempered radicals, Meyerson and Scully argue, are individuals who identify with and are committed to their organizations and also to a cause, community or ideology that is fundamentally different from, and possibly at odds with, the dominant culture of their organization. Their radicalism stimulates them to challenge the status quo. Their temperedness reflects the way they have been toughened by challenges, angered by what they see as injustices or ineffectiveness, and inclined to seek moderation in their interactions with members closer to the centre of organizational values and orientations...
Words: 30873 - Pages: 124