...the fuel of content marketing. Valuable content spreads like wildfire—providing opportunities for the brands behind the content to capitalize on their blogs, white papers, infographics, webinars and slide decks. This guide to Landing Pages for Content Marketing takes a practical look at exactly how to deliver measurable, significant conversions for each of the major categories of content. Beyond the narrow view of dumping your content, behind a lead capture form (often called “gating the assets”), there exists creative ways to up-sell and cross-sell content to convert your audience’s attention into business results. This approach preserves the social and organic viability of content, while improving its business value. It also adds a new ROI layer of measurement and comparison to content marketing initiatives. For each category of content, we give you a couple of tactics —letting you get your feet wet with one before jumping into another. Everything here is designed to deepen engagement and participation with your brand while providing you with © i-on interactive, inc. All rights reserved. Across markets and personas, people have an insatiable appetite to consume information. measurable results from your content marketing initiatives—driving qualified leads & sales for your organization. The Fair Exchange of Content All of the concepts in this guide are predicated on content having perceived value. Value is established and communicated with relevance, design and substance...
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...trường hợp : Các đầu đạn cáp thử lưỡng nan Đó là buổi sáng thứ hai tại nhà máy lắp ráp cáp chia Bryson của Tổng công ty . Stanton Wong, giám sát chất lượng , đang lo lắng tất cả các ngày cuối tuần về một chỉ thị ông đã nhận được từ ông chủ của mình trước khi rời khỏi công việc vào thứ sáu. Harry Jackson , người quản lý nhà máy và một phó chủ tịch hoạt động, đã nói với Stanton rõ ràng để bỏ qua các khuyết tật trong một loạt cáp ép họ đã sản xuất cho một khách hàng lớn , một nhà thầu quân sự. Bây giờ, Stanton đã tự hỏi nếu bất cứ điều gì anh ta nên nói hay làm . Tổng công ty Bryson là tập đoàn lớn đứng đầu là một Giám đốc điều hành tích cực những người đã thành lập một hồ sơ theo dõi việc mua và quay xung quanh các công ty sản xuất có hiệu suất thấp . Harry Jackson đã được gửi đến các nhà máy cáp ngay sau khi nó đã được mua lại , và ông đã làm cho tiến triển giải cứu những gì đã từng là một hoạt động bên lề . Từ trong nhà máy là doanh nghiệp hài lòng với tiến bộ của mình . Harry chạy nhà máy như một nhà độc tài , kiểm soát gần như tuyệt đối , và đảm bảo rằng tất cả mọi người bên trong và bên ngoài tổ chức biết điều đó. Harry sẽ đe dọa trực tiếp báo cáo của mình, la hét vào họ và xúc phạm chúng ở khiêu khích nhất . Ông quấy rối nhiều phụ nữ trẻ trong văn phòng và đã có quan hệ với một trong những nhà quản lý tài khoản bán hàng. Kỷ niệm hai năm Stanton trong công việc vừa qua . Ông hài lòng với tiến bộ của mình . Ông cảm thấy được tôn trọng bởi các công nhân nhà máy , đồng nghiệp...
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...Innovation is a key component of any enterprise, but failure is an intrinsic, inevitable part of the process. Most products fail, most mergers and acquisitions fail, most projects fail and most startup ventures fail. All the innovation, entrepreneurial drive and creativity won’t keep your company afloat if it lacks a structure and operating blueprint that can guide its ongoing success and conquer all changes and challenges. The laundry list of companies failing despite innovative, new business models seems almost limitless: 1.Not having a formal innovation management framework and systems 2.Not tying initiatives to overall company strategy 3.Not allocating cross-disciplinary resources 4.Not getting buy-in and ownership from cross-functional teams 5.Not creating intelligence driven options and scenarios 6.Not deploying measurement criteria and metrics In his classic book, Innovation and Entrepreneurship, Drucker describes innovation as a delicate dance between perception and analysis. Analysis, with all its discipline, must be based on a perception of change: “This requires a willingness to say, I don’t actually know enough to analyze, but I shall find out. I’ll go out, look around, ask questions, and listen.’” In an age of unanswerable questions, asking the right question might just be the answer. Faisal Hoque is founder, chairman, and CEO at BTM Corporation and founder of research think-tank BTM Institute. His newest book is The Power of Convergence. © 2012 Faisal...
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...big risks * Failure rate is quite high (40% avg) * It is fun and exciting! A product can be tangible = Goods A product can be intangible = Services B2B =Business to Business BSC =Consumer Products * New product process does not usually start with a new product idea: it begins with an amount of Strategy * Marketing does not start when the procut is finished: it often starts before ideation * The process is not over when the product is launched=It ends when the new products is successful * Very few are taken to launch and only a small fraction succeed: high risks! * Most new ideas are epresed as lie extensions of existing brands= Parent Brands awareness+values * Most new ideas....are not that new: what’s new for you may not be new for consumers Opportunity An opportunity is a business or technology gap that a company or individual realizes that exists between the current situation and an envisioned future in ordert o capture competitive advantage, respond to a threat, solve a problem or ameliorate a difficulty A Strategy: It is necessary, because it ist he foundation for a new product management A new product development Team: a company within the company, they do everything the company as a whole would do A strategic planning: In ordert o profit from an opportunity, the new product development team must have a clear strategic planning that guides them throug the process. (focus and delegation) The corporate inputs: Top level...
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... ACKNOWLEDGEMENTS Writing this dissertation has been a huge learning experience. Over the years I have received great support from a large number of people. I wish to thank everyone who has helped me to make and complete this interesting journey. I would like to start with my supervisor, Professor Aino Halinen-Kaila. She encouraged me to begin working on the dissertation in the first place. She has always given me great freedom in my work, and has supported my occasionally unconventional research decisions. The numerous projects and discussions with her have really been an intellectual joy and also helped me to make progress. Aino, thank you: I would not be here without your contribution. I was honored to have Professor Thomas Ritter from the Copenhagen Business School and Professor Olli Kuivalainen of the University of Lappeenranta as the official examiners of my thesis. They gave me valuable and constructive comments on the manuscript. My colleagues have given me great support in completing the thesis. I wish to express my gratitude to Professor Rami Olkkonen, Professor (emer.) Helena Mäkinen, Professor Leila Hurmerinta-Peltomäki, Dr. Juha Panula, and Martti Salo (Lic.), and to my fellow-researchers Hannu Makkonen, Leena AarikkaStenroos, Minna Halonen-Rollins, Niina Hanttu-Halvorsen, and Petteri Ojala at the department of marketing: their help in the form of encouragement, discussion, or kindly helping me to develop the questionnaire, has been valuable...
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...Social Media Marketing in Education Co-sponsored by Introduction This white paper and survey on Social Media Marketing in Education is cosponsored by the Education Division of the Software & Information Industry Association (SIIA), edWeb.net, and MCH Strategic Data. The paper provides an overview of some of the recent research that has been conducted on how companies that sell to the education market are using social media. The way your organization uses social media will be directly influenced by how your customers and your target audience are using social media. The survey was conducted in February of 2011. It was conducted via an online survey to SIIA Education Division members, edWeb.net industry contacts, MCH education industry clients, C. Blohm & Associates clients, and the DOLS industry contact list. We received 182 completed surveys. This survey will help you benchmark where you are in developing your social media marketing strategy vs. other companies and organizations in the education industry. Social Media is Here to Stay The social media stakes are rising. Since the creation of the first social networking websites — MySpace, Facebook, and LinkedIn — in the early 2000s, more and more people are using this form of online communication to extend their network of friends and colleagues, to create groups for collaboration, to organize events and movements, and to stay informed about any and every topic. Social media platforms and tools are great for collaboration—...
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...An Essential Guide to Possibilities and Risks of Cloud Computing “By 2011, early technology adopters will forgo capital expenditures and instead purchase 40% of their IT infrastructure as a service ... Cloud Computing will take off, thus untying applications from specific infrastructure.” by Gartner Highlights Key Predictions for IT Organizations and Users in 2008 and Beyond, January 2008 An Essential Guide to Possibilities and Risks of Cloud Computing A PRAGMATIC, EFFECTIVE AND HYPE-FREE APPROACH FOR STRATEGIC ENTERPRISE DECISION MAKING Cloud Computing is quite possibly the hottest, most discussed and often misunderstood concept in Information Technology (IT) today. In short, Cloud Computing proposes to transform the way IT is deployed and managed, promising reduced implementation, maintenance costs and complexity, while accelerating innovation, providing faster timeto-market, and providing the ability to scale high-performance applications and infrastructures on demand. The goal of this White Paper is to provide a realistic perspective of the possibilities, benefits and risks of Cloud Computing; what to look for, what to avoid, and also some tips and best practices on implementation, architecture and vendor management strategies. It is important to consider all those aspects before you decide either to move (but without putting the carriage before the horse) or not to move your systems, applications, and/or data to to the “Cloud”, in a “hype free” approach. Note: Mentions...
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...ASSIGNEMENT OF SOCIAL SECURITY & LABOUR WELFARE Submitted to: - Submitted by:- Mrs. Gitika Gupta Group 1 CHANGE MANAGEMENT INTRODUCTION In a world that is increasingly fast paced and ever changing, the change management process is an integral part of any organization and manager. Whether planning a large fundamental change or a smaller incremental one, change must be planned and executed correctly and the following change management process will give direction in terms of content needed for successful transformation. It is an organizational process aimed at helping change stakeholders to accept and embrace changes in their business environment. Change management has typically been defined as a process involving unfreezing, moving, and refreezing values, practices, and procedures within organizations. Unfreezing refers to the creation of a perceived discrepancy between the existing and ideal state of an organization that generates a desire for change and lowers people’s resistance to change. Moving refers to the various processes such as training, education, and restructuring that lead to the development of new behaviors, attitudes, and beliefs. Refreezing regards re-establishing a new state of equilibrium within the organization by stabilizing the new patterns through a variety of support mechanisms. OBJECTIVES • Review the basics of change management and how change...
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...TDWI BEST PRACTICES REPORT FIRST QUARTER 2007 PREDICTIVE ANALYTICS Extending the Value of Your Data Warehousing Investment By Wayne W. Eckerson Research Sponsors MicroStrategy, Inc. OutlookSoft Corporation SAS SPSS Sybase, Inc. Teradata, a division of NCR www.tdwi.org PREDICTIVE ANALYTICS Extending the Value of Your Data Warehousing Investment By Wayne W. Eckerson Table of Contents Research Methodology and Demographics . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 What Is Predictive Analytics? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 Definitions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 The Business Value of Predictive Analytics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Measuring Value . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 How Do You Deliver Predictive Analytics? . . . . . . . . .. . . . . . . . . . . . . . . . . . . . 11 The Process of Predictive Modeling. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 1. Defining the Project. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 2. Exploring the Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 3. Preparing the Data . . . . . . . . . . . . . . . . . ...
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...DEVELOPMENT PROCESS AND PROJECT INTEGRATION MANAGEMENT Human Resources Management System Project Master of Science in Information Technology TS5990 – Integrative Project Capella University Prepared by Monica Macedon Presented to Instructor - Professor Sharon Gagnon November 26, 2005 Contents Page Abstract 3 Purpose 4 PROJECT MANAGEMENT 6 Project Scope 6 Project Plan 7 PROJECT COMMUNICATION MANAGEMENT 8 Human Resource Communication 8 PROJECT CONTROLLING 8 Integrated Change Control 8 PROJECT COST MANAGEMENT 9 Costs and Benefits 9 PROJECT QUALITY MANAGEMENT 10 Quality Control 10 PROJECT RISK MANAGEMENT 10 Project Risk Plan 10 PROJECT EXECUTION 10 Executing Processes 10 SYSTEM IMPLEMENTATION 48 Integration Plan 48 Conversion Plan 48 APPENDICES Appendix A: Eastern Carolina Vocational Center Business Statement 14 Appendix B: Project Charter 16 Appendix C: Scope Statement 19 Appendix D: HRMS Work Breakdown Structure 21 Appendix E: Stakeholder Communication Analysis 23 Appendix F: Status...
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...Haakon André Elveslett Jensen Social media in business‐to‐business branding How B2B companies can thrive in the new era of digital communication Master’s thesis Trondheim, June 2010 Academic supervisor: Arild Aspelund Norwegian University of Science and Technology Faculty of Social Sciences and Technology Management Department of Industrial Economics and Technology Management Executive summary The objective of this study is to explore the implications of social media for business‐ to‐business brand management. Thought leaders of social media and branding in the online environment are currently doing their work out in the field, whilst the academics are lagging behind. In order to shed some light on issues regarding how B2B companies should manage opportunities and challenges in the social media space, this master thesis seeks to address the topic by conducting an exploratory study on how B2B companies can utilise social media to enhance the brand. The study is conducted using a qualitative approach. The purpose is to give an aerial view of how B2B companies should approach social media, what opportunities and threats exists, and how they should focus their online strategy to enhance the B2B brand. The theoretical part of this study builds upon business‐to‐business brand management due to the growth of B2C brands in social media. The empirical data of this study is interviews with four experts on the topic, which is further illustrated by ...
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...followed by the URL from which the information was obtained. All writing should be in my own words unless I have placed it in quotation marks and cited it correctly. All images and photographs copied and pasted from the internet should be properly cited. I realize that failing to cite my sources is plagiarism and plagiarism will result in a grade of ZERO, without the chance to do the assignment over. (Source: http://classroom.kleinisd.net/webs/dcasillas/upload/plagiarism_oath.doc) Group Name: Five Group Leader ID | Name | Contact No | Email Address | 10304045 | TANVIRUL HAQUE TANVIR | 01712865411 | tanvirbuzz@yahoo.com | Please write down all the group members’ name below. Submit the hard copy and email the soft copy of this form at bbsmgt425@gmail.com. Thank You! Group Members’ Name and ID Sl No | ID | Name | Signature | 1 | 10304045 | TANVIRUL HAQUE TANVIR | | 2 | 10304081 | FARHANA FERDOUS ELHAM | | 3 | 10104100 | SHATABDI ROI | | 4 | 10304092 | ADNAN KHALIL FAHIM | | 5 | 11104096 | JANNATUL FERDOUS | | Letter of Transmittal Date: 5th December 2012 To MD.Tanvi Newaz Lecturer BRAC Business School BRAC University 66, Mohakhali,Dhaka Subject: Submission of Term paper Report on City Lift Ltd Dear Sir, With due respect, we are submitting our term paper report on the topic titled “City Lift Ltd” as a part of fulfillment our my Management 425 course. It’s our pleasure to inform you that we have...
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...Question 1 a) Explain the following 3 terms and outline how they affect a project management information system. i. Information Governance [2] ii. Information Dimension [2] iii. Information logistics [2] b) Discus any five (5) common reasons for project failures as a result of ill- management of information on projects. [10] Answers * Poorly managed ,Undefined objectives and goals ,Lack of management commitment, Lack of a solid project plan , Lack of user input , Lack of organizational support, Centralized proactive management initiatives to combat project risk , Enterprise management of budget resources, Provides universal templates and documentation, Poorly defined roles and responsibilities, Inadequate or vague requirements, Stakeholder conflict , Team weaknesses, Unrealistic timeframes and tasks, Competing priorities, Poor communication , Insufficient resources (funding and personnel), Business politics, Overruns of schedule and cost, Estimates for cost and schedule are erroneous , Lack of prioritization and project portfolio management , Scope creep, No change control process, Meeting end user expectations 1. Lack of Senior Management Involvement When I gauge a project's chances of success, all I need to do is look at whether a senior stakeholder is involved. Nope, I'm not talking about the project sponsor. I'm more likely talking about the project sponsor's boss. That person is usually the guy who has signatory rights on the project finances. And that...
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...Chapter # 1. Introduction to CRM 1.1 Evolution of CRM Customer Relationship Management (CRM) is one of those magnificent concepts that swept the business world in the 1990’s with the promise of forever changing the way businesses small and large interacted with their customer bases. In the short term, however, it proved to be an unwieldy process that was better in theory than in practice for a variety of reasons. First among these was that it was simply so difficult and expensive to track and keep the high volume of records needed accurately and constantly update them. In the last several years, however, newer software systems and advanced tracking features have vastly improved CRM capabilities and the real promise of CRM is becoming a reality. As the price of newer, more customizable Internet solutions have hit the marketplace; competition has driven the prices down so that even relatively small businesses are reaping the benefits of some custom CRM programs. 1.2 In the beginning… The 1980’s saw the emergence of database marketing, which was simply a catch phrase to define the practice of setting up customer service groups to speak individually to all of a company’s customers. In the case of larger, key clients it was a valuable tool for keeping the lines of communication open and tailoring service to the clients needs. In the case of smaller clients, however, it tended to provide repetitive, survey-like information that cluttered databases and didn’t provide much...
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...Windows XP Migration Project Plan Dan Thomasson dthomasson@carolina.rr.com TS5120 – Project Management March 24, 2004 Table of Contents 1. Executive Summary………………………………………………………………………. | 4 | 2. Definitions, Acronyms, and Abbreviations……………………………………………… | 5 | 3. Project Overview………………………………………………………………………….. | 5 | 3.1. Business Case………………………………………………………………………….. | 5 | 3.2. Windows XP Migration Benefits……………………………………………………… | 6 | 3.2.1. Better Performance……………………………………………………………….. | 6 | 3.2.2. Enhanced Security………………………………………………………………… | 6 | 3.2.3. Better Mobile Experience………………………………………………………… | 6 | 3.2.4. Real-Time Communications……………………………………………………… | 6 | 3.2.5. Return on Investment……………………………………………………………... | 7 | 3.3. Project Charter………………………………………………………………………… | 7 | 3.3.1. Project Objectives………………………………………………………………… | 7 | 3.3.2. Project Budget Information……………………………………………………….. | 7 | 3.3.3. Project Approach………………………………………………………………….. | 7 | 3.4. Project Roles and Responsibilities…………………………………………………….. | 8 | 3.4.1. Roles and Responsibilities………………………………………………………... | 8 | 3.4.2. Responsibility Assignment Matrix………………………………………………... | 9 | 4. Team Contract…………………………………………………………………………….. | 11 | 4.1. Code of Conduct………………………………………………………………………. | 11 | 4.2. Participation…………………………………………………………………………… | 11 | ...
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