На главную
Результаты поиска “Performance based services acquisition plan”
What is CONTRACT MANAGEMENT? What does CONTRACT MANAGEMENT mean?
 
04:40
What is CONTRACT MANAGEMENT? What does CONTRACT MANAGEMENT mean? CONTRACT MANAGEMENT definition - CONTRACT MANAGEMENT explanation. Source: Wikipedia.org article, adapted under https://creativecommons.org/licenses/by-sa/3.0/ license. Contract management or contract administration is the management of contracts made with customers, vendors, partners, or employees. The personnel involved in contract administration required to negotiate, support and manage effective contracts are often expensive to train and retain. Contract management includes negotiating the terms and conditions in contracts and ensuring compliance with the terms and conditions, as well as documenting and agreeing on any changes or amendments that may arise during its implementation or execution. It can be summarized as the process of systematically and efficiently managing contract creation, execution, and analysis for the purpose of maximizing financial and operational performance and minimizing risk. Common commercial contracts include employment letters, sales invoices, purchase orders, and utility contracts. Complex contracts are often necessary for construction projects, goods or services that are highly regulated, goods or services with detailed technical specifications, intellectual property (IP) agreements, outsourcing and international trade. Most larger contracts require the effective use of contract management software to aid administration among multiple parties. A study has found that for "42% of enterprises...the top driver for improvements in the management of contracts is the pressure to better assess and mitigate risks" and additionally,"nearly 65% of enterprises report that contract lifecycle management (CLM) has improved exposure to financial and legal risk." During the post-award phase, it is important to ensure that contract conditions and terms are met, but it is also critical to take a closer look for items such as unrecorded liabilities, under-reported revenue or overpayments. If these items are overlooked, margin may be negatively impacted. A contract compliance audit will often commence with an opportunity review to identify the highest risk areas. Having a dedicated contract compliance (and/or governance) program in place has been shown to result in a typical recovery of 2-4% and sometimes as high as 20%. Current thinking about contract management in complex relationships is shifting from a compliance “management” to a “governance” perspective, with the focus on creating a governance structure in which the parties have a vested interest in managing what are often highly complex contractual arrangements in a more collaborative, aligned, ?exible, and credible way. In 1979, Nobel laureate Oliver Williamson wrote that the governance structure is the “framework within which the integrity of a transaction is decided.” He further added that “because contracts are varied and complex, governance structures vary with the nature of the transaction.” (See also relational contract). Eriksson and Westerberg (2011); Li, Arditi, and Wang (2012); Chen and Manley (2014), and Cardenas, Voordijk, and Dewulf (2017) have hypothesized, developed and extensively tested conceptual models in which relevant project governance instruments and factors were identified and related to the performance of construction projects. A collaborative governance framework has four components: A relationship management structure (how the parties work together to make both day to day operational decisions as well as strategic decisions) A joint performance and transformation management process designed to track the overall performance of the partnership An exit management plan as a controlling mechanism to encourage the organizations to make ethical, proactive changes for the mutual benefit of all the parties. Compliance to special concerns and regulations, which include the more traditional components of contract compliance.
Просмотров: 14154 The Audiopedia
Performance Based Marketing System
 
02:42
http://www.marketkast.com - MarketKast (MRKK) is a leader in digital video and mobile engagement. Our proprietary "push-pull" system of 
combining targeted database delivery with video is a proven, reliable and cost effective means of driving new customers and 
revenues for a business, service and brands. These services are available on a performance based basis where business and advertisers only pay for results. Call toll-free 877-625-0848. Forward looking disclosure at http://marketkast.com/investor-stuff/
Просмотров: 41704 MarketKast
How to Start Your Own Home-Based Medical Billing Business
 
05:40
SMALL BUSINESS CONSULTANT: As a small business consulting firm, Frank Rosales specialize in creating greater business value, employing strategic management techniques and opportunities, and developing Business Plans and Business Marketing Objectives. We help business owners and executives improve their company's performance and optimize their return on their personal investments. Frank Rosales will work with you on a one to one basis. Frank Rosales, programs and provides services for all types of small businesses that employ less than 100 people. We leverage our affiliation with international network of senior business executives to assist with client engagements and initiative with: Business Assessments- business valuations, competitive & operational bench marking, organizational analysis & design, overhead analysis & cost reduction. Business Planning Services --exit strategy, feasibility studies, formal business plans, operation budgeting & forecasting, strategic planning, and succession planning. Small Business Consulting Services- acquisitions, business growth & expansion cash flow management, funding, import export opportunities, profitability, and sales & marking. Mentoring Programs- executive training & development, management & leadership, productively & performance, and sales training & development. Business Skills Training -- Self-pace, asynchronous (not Live) training programs designed to complement and enhance an entrepreneurs' knowledge and performance in a specific subject. Each program is comprised of a series of individual self-contained e-lesson study modules.
Просмотров: 14530 Startingurbusiness
GSA Training: Federal Acquisition Regulation (FAR) Subpart 8.4 vs. Part 15 (2 of 4)
 
10:31
GSA Training: Federal Acquisition Regulation (FAR) Subpart 8.4 vs. Part 15 (1 of 4). More info at: http://www.gsa.gov/portal/content/104603
Просмотров: 2893 GSA (General Services Administration)
The RIGHT vs. The WRONG Key Performance Indicators
 
03:48
http://rarebrain.com/tv/the-right-vs-the-wrong-key-performance-indicators-20/ Time and again we come across companies that destroy profitability and long-term value by choosing the wrong key performance indicators, also known as KPIs. Let’s look at some examples of the wrong Key performance Indicators. Restaurant: The first example is of a fast food chicken restaurant which was trying to reduce waste so it chose what it thought was a clever metric. “Number of pieces of chicken sold vs. wasted”. While this achieved 100% efficiency, it also created long wait times because product had to be cooked from scratch and as a result there was a dramatic drop in return visits from customers. Hotel: In another example, a hotel was bleeding cash. To rectify the matter, the hotel took aggressive cost reduction actions instead of focusing on increasing hotel occupancy. While they initially had a short-term reduction in burn rate, there was significant long-term deterioration in the business resulting in a bankruptcy. Manufacturer: It is not much different from the manufacturer that was 100% focused on increasing production but had no focus on delivery. As a result, they had a great product but unhappy customers and very low repeat business. Retailer: In another example, a retailer had product variety as its key performance indicator. But when we looked under the hood, it was quickly obvious that only a handful of products were driving the sales, and the bulk of their products were simply sucking up cash and creating cash flow problems for the retailer. Call Center: Finally, a call center’s primary key performance indicator focused on driving down the call time, i.e. how quickly they can hang up the phone on a customer, instead of cross-selling the customer. Now, let’s look at some examples of the right Key Performance Indicators. Industrial: An Industrial company that had chronic cash shortages improved its cash position. Instead of looking only at its receivable balance, it started to track its Days Sales Outstanding known as DSO’s. We won’t bore you with the DSO formula but it should suffice to know that it can help companies start improving receivable collection on a measurable basis. Manufacturer: Another example would be a manufacturer that consistently had excess inventory issues. The company moved to additionally tracking its sell-through velocity within its distribution channels. This allowed it to dramatically reduce its inventory levels. Technology: A B2B technology services firm improved its revenues significantly by moving from just tracking sales to also tracking how many conversations were taking place company-wide with qualified prospects. This allowed them to consistently meet or exceed sales targets. Professional Services: A professional services company that we helped, doubled their value by measuring and then reducing their customer acquisition costs with an emphasis on increasing the lifetime value of the customer. In this case, their lifetime value to customer acquisition cost ratio was 4 to 1. Let’s take a personal example. If you’re trying to lose weight, you will have better results if you track calories consumed and burned vs. just your weight. So, are you tracking the right things? Because if you’re not, you have a real opportunity to start improving the performance of your business as well as your valuation.
Просмотров: 40295 RareBrain Capital
3 Simple Steps to Marketing Your Mobile App | Get More Exposure and Installs!
 
03:35
Launching a new mobile app? Here are 3 simple steps to marketing getting more downloads and installs. Subscribe here to learn more of my secret SEO tips: https://www.youtube.com/subscription_center?add_user=neilvkpatel Find me on Facebook: https://www.facebook.com/neilkpatel/ Read more on my blog: https://neilpatel.com/blog/ Marketing a website's easy. You do some SEO, and you do some content marketing, maybe even some social media marketing, and boom, you're popular. But what happens if you have a mobile app? How do you market it? Well, first off, if you have a mobile app, great. You can start marketing it, and I'll show you how. But if you don't have a mobile app and you're just thinking about making one, and you're curious on how to market it, well, first start off with BuildFire. BuildFire is a quick and easy way where you can build an app without being a developer, and it doesn't cost an arm and a leg. So now that we got that out of the way, hopefully, you have a mobile app by now. The first thing you want to do when it comes to marketing your app is generate press. If you're too lazy and you don't want to generate press on your own, go check out prserve.com David's slow. It's founded by a guy named Chris Barrett. And Chris Barrett does performance-based press in which, when you get press, you pay. If he doesn't get you press, you shouldn't pay. Funny enough, that's how all PR should be. I don't know why these companies are trying to charge $10,000, $20,000 monthly retainers when they're not guaranteeing any press. All right, so you can use a service or a company like PRServe. If you want to do it on your own, go check out who's covering apps within your space. If you have a beauty app, then, all right, go check out all the beauty bloggers. Give them the app for free. And don't just give it to them for free when everyone else is getting it for free, but you want to give it to them before you launch it to the public. By giving them early access, they're going to be like, "Oh my God, I love you, Neil. "This app's amazing." And then they're going to cover it; they're going to feel special. And then when everyone starts covering it, then you're going to get some awesome press and some signups. Number two, what you want to do is get coverage in the blogosphere. It could just be someone talking about marketing, assuming you have a marketing app, and they include you within that blog spot. So what I do is I go reach out to all the bloggers who have already written articles that are related to my app. The third thing you want to do, and I hate to say this, spend money on advertising. You can get a ton of traffic from Facebook ads for your app installs. You can also go to other people out there who already have apps and buy ad space from them. You probably have some games on your phone. What do you see when you're playing these games? Every once in awhile it'll be like, pause, ad break, and there'll be an ad for another app. That's when you can get your app in there. It's dirt cheap. You can do this in quantity, and that'll also help you drive a lot of installs. Follow those three things, you'll get a lot more app installs, and you'll be popular, and hopefully, your app monetizes so that way you can make money. Once you have people in your app, then you can start doing like the virality, in which you can do invite flows, give people bonuses and points for sharing, rating, be reviewing your app, which will all help with more installs in the long run. But if you have no one coming into your app, those viral loops won't work.
Просмотров: 33972 Neil Patel
Acquisition Date Attribute for Microsoft Dynamics Management Reporter
 
03:55
Web: www.epcgroup.net | E-mail: contact@epcgroup.net | Phone: (888) 381-9725 * SharePoint Server 2013, Office 365, Windows Azure, Amazon Web Services (AWS), SharePoint Server 2010 & SharePoint 2007: Review, Architecture Development, Planning, Configuration & Implementations, Upgrades, Global Initiatives, Training, and Post Go-live Support with Extensive Knowledge Transfer | Custom Branding and Responsive Web Design (RWD) * Health Check & Assessments (Roadmap Preparation to Upgrade to 2013 or 2010) - Including Custom Code & Solution Review * Enterprise Content Management Systems based on Microsoft SharePoint 2013, Office 365 Hybrid Cloud (Both On-premises and cloud) * Enterprise Metadata Design, Taxonomy | Retention Schedule Dev | Disposition Workflow, and Records Management | eDiscovery | Microsoft Exchange 2013 Migration \ Integration | Roadmap, Requirements Gathering, Planning, Designing & Performing the Actual Implementation * Best Practices Consulting on SharePoint 2013, Office 365, SharePoint 2010, 2007 | EPC Group has completed over 900+ initiatives * Intranet, Knowledge Management, Internet & Extranet-Facing as Well as Mobility (BYOD Roadmap), Cloud, Hybrid, and Cross-Browser | Cross-Platform Solutions for SharePoint 2013 with Proven Past-performance *Upgrades or Migrations of Existing Deployments or Other LOB Systems (Documentum, LiveLink, FileNet, SAP, etc.) * Custom Apps,Feature, Master Pages, Web Parts, Security Model, Usability (UI) & Workflow Development (Visual Studio 2012, Visual Studio 2013) * Migration Initiatives to SharePoint 2013 \ Office 365 and those organizations with both on-premises and cloud assets for a SharePoint Hybrid Architecture and Deployment * Key Performance Indicators, Dashboard & Business Intelligence Reporting Solutions (PerformancePoint 2013, SQL Server 2012 R2, SQL Server 2014, BI, KPIs, PowerPivot, Scorecards, Big Data) and Power BI * Experts in Global \ Enterprise Infrastructure, Security, Hardware Configuration & Disaster Recovery (Global performance considerations) * Tailored SharePoint "in the trenches" Training on SharePoint 2013, 2010, 2007 + Office 365 * Support Contracts (Ongoing Support your Organization's 2013, 2010, or 2007 Implementations) * .NET Development, Custom applications, BizTalk Server experts * Project Server 2013, 2010, and 2007 Implementations * SharePoint Roadmap & Governance Development: 6, 12, 18, 24 and 36 months (Steering Committee & Code Review Board Development) * EPC Group's HybridCloudAdvisor.com - Navigating the Ever Changing World of the Hybrid Cloud to include SLA development & consulting services | advisory | best practices around PaaS, IaaS, SaaS, VDI, Windows Azure, AWS as well as security, compliance & and regulatory issues facing cloud and Hybrid Cloud deployments throughout the globe. * Corporate Change Management & End User Empowerment Strategies With over 15 years of experience, EPC Group delivers time tested SharePoint methodologies that ensure success within your organization. Engagement with EPC Group carries unique offerings and knowledge. Currently having implemented over 900+ SharePoint \ Office 365 Hybrid engagements and is an industry recognized expert in Business Intelligence (BI), custom application development, BYOD, Hybrid Cloud Architecture, Information Security and global infrastructure & governance design. EPC Group will be releasing our 3rd SharePoint book in August of 2013 by SAMS Publishing titled, "SharePoint 2013 Field Guide: Advice from the Consulting Trenches" which is like having a team of Senior SharePoint 2013 \ Office 365 consultants by your side at each turn as you implement this new powerful and game changing software platform within your organization. SharePoint 2013 Field Guide: Advice from the Consulting Trenches will guide you through all areas of a SharePoint 2013 \ Office 365 initiative from the initial whiteboarding of the overall solutions to accounting for what your organization currently has deployed. It will assist you in developing a roadmap & detailed step-by-step implementation plan & will also cover implementation best practices, content management & records management methodologies, initial SharePoint 2013 development best practices as well as mobility planning. SharePoint 2013, Office 365,, Microsoft SharePoint 2013, SharePoint Consulting, Microsoft SharePoint consulting, Windows Azure, Amazon Web Services (AWS), SharePoint Consulting Firm, SharePoint 2013 Consulting, SharePoint 2010 Consulting, Hybrid Cloud Consulting, Hybrid SharePoint, SharePoint ECM Consulting, SharePoint branding firm, SharePoint, Response Web Design (RWD), Hybridcloudadvisor.com, SharePoint branding experts, ECM experts SharePoint, Errin O'Connor, EPC Group, EPC Group.net, Hybrid Cloud Advisor, Project Server Consulting, BYOD, SharePoint 2013 Field Guide
Просмотров: 286 EPC Group.net
CSR Low cost Programmer Demonstration
 
02:55
Simon Finch, CSR Consultant, walks through CSR's Low cost Programmer. Disclaimer: This presentation contains certain statements (including, statements concerning plans and objectives of management for future operations or performance, or assumptions related thereto) that are 'forward looking statements' within the meaning of the United States Private Securities Litigation Reform Act of 1995 in relation to the future financial and operating performance and outlook of CSR, as well as other future events and their potential effects on CSR. These forward-looking statements can be identified by words such as 'believes', 'estimates', 'anticipates', 'expects', 'intends', 'may', 'will', 'plans', 'should' and other similar expressions, including statements relating to: expected developments in our product portfolio, expected revenues, expected annualised operating costs savings, expected future cash generation, expected future design wins and increase in market share, expected incorporation of our products in those of our customers, adoption of new technologies, the expectation of volume shipments of our products, opportunities in our industry and our ability to take advantage of those opportunities, the potential success to be derived from strategic partnerships, the potential impact of capacity constraints, the effect of our financial performance on our share price, the impact of government regulation, expected performance against adverse economic conditions, and other expectations and beliefs of our management. All forward looking statements are based upon numerous assumptions regarding CSR's business strategies and the environment in which CSR will operate and therefore involve a number of known and unknown risks, contingencies, uncertainties and other factors, many of which are beyond the control of CSR. Actual results and developments could differ materially from those expressed or implied by these forward looking statements as a result of numerous risks and uncertainties. These factors include, but are not limited to: the ability to realise the expected synergies from acquisitions in the amounts or in the timeframe anticipated, a continuing or worsening economic downturn, which could reduce demand for consumer products; risks associated with securing sufficient capacity from the third-parties that manufacture, assemble and test CSR's products and other risks relating to CSR's fabless business model; declines in the average selling prices of CSR's products; risks associated with existing or future litigation; costs associated with the development of new products in response to market demand; errors or failures in the hardware or software components of CSR's products; cancellation of existing orders or the failure to secure new orders; risks associated with acquiring and protecting intellectual property; risks relating to forecasting consumer demand for and market acceptance of CSR's products and the products that use CSR's products; increased expenses associated with new product introductions, masks, or process changes; yields that CSR's subcontractors achieve with respect to CSR's products; the cyclicality of the semiconductor industry; the potential for disruption in the supply of wafers or assembly or testing services due to changes in business conditions, natural disasters, terrorist activities, public health concerns or other factors; CSR's ability to manage past and future acquisitions; CSR's ability to protect its intellectual property; CSR's ability to attract and retain key personnel, including engineers and technical personnel; the difficulty in predicting future results; and other risks and uncertainties discussed in our latest Annual Report. Each forward looking statement speaks only as of the date hereof. CSR does not undertake to release publicly any updates or revisions to any forward looking statements contained herein, otherwise than required by law."
Просмотров: 10504 CSR
3 Steps to Build Your Product Strategy | (Hindi) | Dr.Vivek Bindra
 
06:47
In this Video Dr. Vivek Bindra explains the 3 steps to build your product strategy. Through this video , he guides the business class to learn to select the right customers | audience for their business. He says it is very important to understand the demographics|psychographics of the audience. He further says that during the initial days of the business, a wrong customer can kill the liquidity in your business. Acquisition of the wrong customer is very harmful for thee business due to delayed payments, defaults in payments etc. It is further important to identify the right product mix ( High focus | Low focus | No focus ) products in your business. He has also given his audience an unique RISIMIS formula ( Ritual of Sixty Minute Solitude ). Next he explains in detail about the value proposition of a business. On what proposition must a businessman position his product ( Performance value, Relational Value, Emotional value, Relationship Value ). Next, he outlines how to deliver the selected product to the selected customer through an effective marketing communication strategy, value packaging and positioning mechanism, and the right communication channel. This video package is a powerful solution towards upgrading a start up business To Attend a 4 hour Power Packed “Extreme Motivation & Peak Performance” Seminar of BOUNCE BACK SERIES, Call at +919310144443 or Visit https://bouncebackseries.com/ To attend upcoming LEADERSHIP FUNNEL PROGRAM, Call at +919810544443 or Visit https://vivekbindra.com/upcoming-programs/leadership-funnel-by-vivek-bindra.php Watch the Leadership funnel Program Testimonial Video, here at https://youtu.be/xNUysc5b0uI Follow our Official Facebook Page at https://facebook.com/DailyMotivationByVivekBindra/ and get updates of recent happenings, events, seminars, blog articles and daily motivation.
Просмотров: 220449 Dr. Vivek Bindra: Motivational Speaker
Integrated Logistics Support Course
 
05:08
Modern support strategies for military systems now encompass a wide range of internal and contracted support options. Support must be carefully designed so that operational requirements can be met, while minimizing system downtime and life cycle support costs. The ILS Management course examines: How to determine support requirements How to optimize the "division of responsibility" between internal military maintenance and contracted maintenance and to establish Performance Based Logistics (PBL) contracts How to design a detailed maintenance program Methods and timelines for the production of required support products and processes. The course also examines the timing and methods for support acquisition in the context of overall project management and the acquisition cycle. Topics include: ILS concepts and definitions Logistics Support Analysis core tasks, and an alternative strategy for COTS products Logistics sustainment during the in-service phase Reality-based exercises, presented in episodes to support teaching points. The course is suitable for project managers, systems engineers and ILS practitioners. The course content provides the broad overview required for management, identifies the interfaces that need to be established and maintained with systems engineering, and illustrates the analysis and support product creation processes that ILS practitioners need to be aware of. For more information, call (613) 271-2303, or e-mail Bern Hough.
Просмотров: 8887 BernardHough
Services Acquisition Workshop (SAW) & HCaTS
 
01:42:31
June 29, 2017. GSA FAS combines with OMB, OPM and DAU to offer introductory training to Services Acquisition Workshop (SAW) & HCaTS. www.gsa.gov
Просмотров: 206 GSA (General Services Administration)
GSA Training: Federal Acquisition Regulation (FAR) Subpart 8.4 vs. Part 15 (3 of 4)
 
15:30
GSA Training: Federal Acquisition Regulation (FAR) Subpart 8.4 vs. Part 15 (3 of 4). More info at: http://www.gsa.gov/portal/content/104603
Просмотров: 3073 GSA (General Services Administration)
Tech World: $3.7bn acquisition by Cisco, WhatsApp's security issues and more
 
06:05
Welcome to Tech World, your quick round up of the top technology news from across the globe. This month, we have Cisco's $3.7bn acquisition of AppDynamics, WhatsApp's security issues, news of a French Tech Visa and more. For this episode’s hot topic interview, we spoke with Ian Williamson from EY about data protection and data ethics. First though, here are your top international stories. Didi invests in Brazilian taxi platform Chinese Uber-rival Didi Chuxing invested more than $100m in Brazil-based on-demand taxi service 99. 99 said it plans to use the money to expand its service into other countries in South America. WhatsApp security issues Research revealed WhatsApp may not be as secure as previously thought. A study found Facebook, which owns the service, can read some messages due to the way WhatsApp has implemented its end-to-end encryption protocol. French Tech Visa France announced its intentions to launch a French Tech Visa to encourage technology entrepreneurs, startups, angels and investors to move to the country. Once granted, it’s valid for four years, on a renewable basis. The visa is only necessary for those from outside the European Economic Area and Switzerland. Cisco to acquire AppDynamics Cisco announced its intention to acquire AppDynamics for a whopping $3.7bn. AppDynamics, which helps companies monitor application performance, is headquartered in San Francisco and has raised $314.5m to date. Verizon’s Yahoo acquisition delayed Verizon’s acquisition of American search giant Yahoo has been delayed. The $4.8bn deal faltered last year after Yahoo revealed two vast data security breaches. Yahoo says its sale will be completed in the second quarter this year, rather than the first. Hot Topic: Data Ethics For this episode’s Hot Topics interview, we spoke with Ian Williamson from EY about data protection and data ethics.
Просмотров: 259 UKTN
Advanced Acquisition Planning: Ep 82 Government Contracting Weekly
 
28:32
Behind the scenes of acquisition planning: how industry can shape mission objectives and solutions. Guests: Lisa Akers, President, Products & Solutions Division, ASI Government, Randall Culpepper, Program Executive Officer, Combat & Mission Support, Office of Assistant Secretary for Acquisition, and Jan Frye, Senior Procurement Executive, Department of Veteran's Affairs.
Просмотров: 662 Government Contracting Weekly
Category Management Acquisition Seminar
 
38:28
This seminar explores three different aspects or components of category management. It starts by explaining what category management is and why the government is applying it. Then it provides an overview of how Best-in-Class solutions are designated and how to begin using them since a big part of the category management effort is focused on driving broader adoption of Best-in-Class. Lastly, it show how the tenets of category management are being translated into tactical tools that acquisition professionals can share, learn from, and use in their day-to-day work since category management is largely about improving government-wide buying through that sharing.
Просмотров: 1553 Federal Acquisition Institute
Applying the Four Strands: Dr. Paul Nation Speaks to FSI on Language Learning
 
01:17:48
In honor of the 70th anniversary of the Foreign Service Institute, we are releasing this video of Paul Nation’s lecture to FSI’s School of Language Studies (SLS). Dr. Nation spoke to SLS staff on the topic of applying the four strands of language learning to the teaching of foreign languages. Dr. Nation is a leading linguist on language teaching methodology and second language acquisition, and FSI was honored to have him as a guest lecturer.
Merge Your Culture, Aquire Your Success | John Bly | TEDxBryantU
 
11:53
Bly suggests how mergers and acquisitions are some of the most beneficial ways to become an entrepreneur and grow your company. John Bly is a Principal and CEO of LBA Haynes Strand, which has been named to the Inc. 5000 list and the Charlotte Business Journal’s Fast 50 list. John steers the Firm’s consistent growth of personnel and expansion of client services. The Firm has expanded from two to 12+ services under his strategic leadership. John’s far reaching professional influence expands into the business community, where he often shares business ideas and proactive growth strategies with professionals. In 2014, John published his first book titled, “Cracking The Code: An Entrepreneur’s Guide to Growing Your Business Through Mergers and Acquisitions For Pennies On The Dollar.” John’s passion for M&A has led him to advise on 20-30 M&A transactions a year, both on the buying side and the selling side. John has a passion for listening, learning, and transferring knowledge. He sits on the Global Board of Directors for the Entrepreneurs’ Organization. This talk was given at a TEDx event using the TED conference format but independently organized by a local community. Learn more at https://www.ted.com/tedx
Просмотров: 1035 TEDx Talks
Acquisitions Incorporated - PAX West 2016 D&D Game
 
02:46:47
Picking up where 'Acquisitions Incorporated: The Series' left off, our heroes are recovering from a disastrous encounter with a dragon and their segment of the Rod of Seven Parts has been taken. They must board their airship, ascend into the stratosphere, and fight to recover the Rod before it can be used to summon a terrible demon lord. Join us as Jerry Holkins and Mike Krahulik from Penny Arcade, Scott Kurtz from PvP, and renowned author Patrick Rothfuss team up with Dungeon Master Chris Perkins to once again battle in the skies over Faerûn.
Просмотров: 439113 Dungeons & Dragons
Category Management and the Acquisition Gateway: The Future of Federal Acquisitions
 
59:59
This Acquisition Seminar will give you the opportunity to learn how Category Management and the Acquisition Gateway are changing the way the Federal Government does business. Tune in to see how Category Management and the Acquisition Gateway can help better meet the evolving needs of the acquisition community, while decreasing the prices paid for goods and services. During the Seminar, we will cover a range of topics, including: The current state of Category Management and the Acquisition Gateway Recent milestones How these initiatives are supporting better acquisition solutions through data and information-based procurements What’s next for Category Management
Просмотров: 1638 Federal Acquisition Institute
Icon Media $ICNM Eyes New Acquisition Targets to Expand Wireless Business
 
06:08
In this episode of CEOLIVE.TV we're joined again by Mr. Rob Deakin, Chairman and CEO of Icon Media Holdings, Inc. (ICNM), a diversified global technology company that specializes in wireless infrastructure, a market estimated to be worth $163 Billion by 2019 (according to www.marketresearchstore.com). In this Investor Update Rob discusses the wireless infrastructure market and how Icon Media plans to capture market share as well as the company's acquisition plans to expand their wireless business. About Icon Media Holdings, Inc. (ICNM) www.iconmediaholdings.com www.spectrumvelocity.com Icon Media Holdings ( OTC PINK : ICNM ) is a diversified global technology company that specializes in technical and infrastructure services for the wireless industry. The Company provides turnkey small cell network, distributed antenna systems ("DAS") and Wi-Fi technical consulting, design and implementation services through its subsidiary Spectrum Velocity™. Our customer base includes the wireless industry as well as enterprise clients. Forward Looking Statements This CEOLIVE.TV video interview contains forward-looking statements within the meaning of the Securities Litigation Reform Act. The statements reflect the Company's current views with respect to future events that involve risks and uncertainties. Among others, these risks include failure to meet schedule or performance requirements of the Company's contracts, the Company's ability to raise sufficient development and working capital, the Company's liquidity position, the Company's ability to obtain new contracts, the emergence of competitors with greater financial resources, and the impact of competitive pricing. In the light of these uncertainties, the forward-looking events referred to in this release might not occur as planned or at all. Contact CEOLIVE.TV Mike Elliott newsdesk@ceolive.tv Disclaimer Neither CEOLIVE.TV or any of its principals currently owns or plan to own within 72 hours of publication any shares of the stocks mentioned in this video. For a full disclaimer please visit, ceolive.tv/disclaimer. CEOLIVE content and productions are based on data obtained from sources we believe to be reliable but are not guaranteed as to accuracy and are not purported to be complete. As such, the information should not be construed as advice designed to meet the particular investment needs of any investor. Any opinions expressed in CEOLIVE content and productions, or other investor relations materials and presentations are subject to change. Neither CEOLIVE nor any of its data or content providers shall be liable for any errors or delays in the content, or for any actions taken in reliance thereon. All data and information is provided for informational or entertainment purposes only. CEOLIVE is not a registered broker-dealer or a registered investment advisor.
Просмотров: 308 Mike Elliott
The Keystone Group & Mertz - Maximizing Integration Performance
 
30:39
Maximizing Integration Performance After a couple years of hunkering down and generating cash, many companies are rebuilding pipelines and trying to put deals together. Many of our recent meetings have been to discuss specific targets that are being considered. As always, the conversations revolve ultimately around integration -- how can we help make the deal really work when so many deals fail to meet expectations. Whether the plan is to integrate deeply or keep the target more of a stand-alone, there are certain basic principles that apply. The Keystone Group and Mertz Associates are partnering to provide an overview of keys to a successful integration. Learn more at www.thekeystonegroup.com. Chris Nemeth, Director at The Keystone Group Chris Nemeth was a founding principal of Integration Partners. Prior to Integration Partners, Chris was a senior consultant with Watson Wyatt Worldwide where he was instrumental in building the firm's mergers and acquisitions integration services, which were adopted by clients in over 90 offices and 30 countries. Chris has conducted M&A integration, consolidation, productivity improvement, and related business transformation engagements for companies across a broad spectrum of industries. Chris serves as an advisory board member, both for the Michigan City Chamber Music Festival and for the Chicago operation of Darby Louise Fine Arts based in Barcelona, Spain. He is a graduate of the University of Chicago where he studied both Economics and Music. Prior to his business career, Chris had a career as a professional violinist. Doug Marconnet, Managing Director at Mertz Associates, Inc Doug Marconnet has been involved in over 100 merger and acquisition projects since joining Mertz Associates in 1989. He advises public, private, private equity and international businesses, frequently working with clients on a repeat basis. Mr. Marconnet has hands-on experience with acquisition searches, divestitures, sales and recapitalizations. In managing client engagements, he leads the process from preparation and marketing through negotiations and closing. Mr. Marconnet founded a roundtable business discussion group, published several articles exploring key issues about buying and selling businesses and served on the boards of non-profit organizations. He graduated magna cum laude with a bachelor's degree in marketing and business administration from Carthage College and earned his MBA with distinction at Keller Graduate School of Management.
Просмотров: 121 KeystoneWebinars
BrandMill's Automotive & Retail Marketing Experience
 
00:15
Our early and long-term success in marketing is due to BrandMill managing partner Stephen Wayhart's automotive roots in the highly competitive dealer marketing group business for General Motors’ Oldsmobile and Cadillac brands throughout the northeastern and southeastern United States – primarily in the states of Florida, Kentucky, Ohio, Pennsylvania, New York and West Virginia for over 300 car dealers. In addition, he created the initial new product launch marketing plan for the famous automotive locking device "The Club." Then, he took his franchise marketing experience to McDonald's Corporation where he led the most successful publicity event in McDonald’s history, “Big Mac’s 25th Anniversary”, was recognized as a McDonald’s “President’s Award” Nominee (Top 1% Global) and was the youngest Senior Marketing Manager in McDonald’s history. Leveraging Wayhart's automotive marketing consulting and quick service restaurant marketing expertise, BrandMill’s insights can create high impact, cost effective and performance based marketing systems to drive customer acquisition and retention for any automotive, restaurant or retail based franchise.
Просмотров: 25 BrandMill
Native - 7 tips to make your content marketing work | AWeurope 2016
 
12:12
Native - 7 tips to make your content marketing work So your social plan is in place and you've maxed out your PPC efforts. You are hearing Native is the new buzzword... but how to make it work and your CPA worth the investment? Outbrain will show you how to take native beyond a simple call-to-action, demonstrating how to address the complete content-driven customer journey from first touch through conversion and beyond. Miko Levy, Outbrain's VP of Acquisition will share his insights and demonstrate how to architect a native experience that is measurable at every stage. A session packed with tangible tips on how to boost your online funnel, increase conversions and turn your prospects into loyal customers. Speech by Miko Levy VP of Customer Acquisition, Outbrain --- Website: https://affiliateworldconferences.com Facebook: https://www.facebook.com/affiliateworldconferences Twitter: https://twitter.com/AWConferences Instagram: https://www.instagram.com/AWConferences #AWeurope
Просмотров: 572 Affiliate World Conferences
View from the Top: Martin Anstice, Lam Research
 
52:35
On Wednesday, March 8, 2017, the Colleges of Engineering and Chemistry co-hosted a campus visit and View from the Top lecture, “Innovation-Driven Leadership: Sustaining a High-Performance Organization” presented by Martin Anstice, President and CEO, Lam Research. This lecture is co-sponsored by the Colleges and the Berkeley student chapter of the American Institute of Chemical Engineers (AIChE). The View from the Top program provides an opportunity for the college community to hear from distinguished leaders in technology and industry.
Просмотров: 2071 Berkeley Engineering
Wipro Biggest acquisition of The Decade | Buys US Based HealthPlan Services For $460 million
 
01:05
Wipro buys US based HealthPlan Services for $460 million. Watch the full video to know more insights Subscribe to Times Of India's Youtube channel here: http://goo.gl/WgIatu Also Subscribe to Bombay Times Youtube Channel here: http://goo.gl/AdXcgU Social Media Links: Facebook : https://www.facebook.com/TimesofIndia Twitter : https://twitter.com/timesofindia Google + : https://plus.google.com/u/0/+timesindia/posts 'Download TOI app on Android & iPhone and WIN free recharge coupon worth Rs. 50/- from Paytm - http://goo.gl/AvRYmM Times Of India's Official YouTube channel is managed by Culture Machine Media Pvt Ltd.
Просмотров: 268 The Times of India
Agenda 21, The Plan To Kill You -  David Icke
 
01:36:32
World Tour Tickets - http://www.TheWorldWideWakeUp.com 2016/17 Agenda 21 or Agenda 2030 The Plan To Kill You - David Icke - The United Nations Depopulation Plan The global cabal of U.N. Agenda 21 is behind global warming, regionalism, zoning, land and water use control, wealth redistribution, weakening and eventual replacement of the dollar as the world’s reserve currency, global warming, cap and trade, Smart Grid, Smart Meters, carbon taxes, high gasoline prices, global citizens, IB World Schools, Common Core nationalized education standards, biofuels, Marxist advancement across the globe, food control, water access control via the Law of the Sea Treaty (LOST), gun control, health control, the Arab Spring/Winter, unchecked illegal immigration, and they are unstoppable.’ All David's Books Now Available Here http://www.DavidIckeStore.com Social Media https://www.facebook.com/davidicke/ https://twitter.com/davidicke To have David's Videocast sent to you in full every week, Click here http://www.davidicke.com/register http://www.DavidIckeStore.com All David's Books Now Available Here http://www.TheWorldWideWakeUp.com 2016/17 World Tour Tickets http://www.DavidIcke.com/headlines Latest News From David Icke http://www.UnreportedTruth.com - Videos, Articles and Social Media For The People By The People http://www.RichieAllen.co.uk - Europe's Number One Independent Radio Show Music - http://freemusicarchive.org/music/Kai_Engel/ICD-10/Kai_Engel_-_ICD-10_-_06_Oneiri
Просмотров: 2917067 David Icke
Talentsoft
 
01:39
Talentsoft makes cloud-based talent management software that provides concrete results in recruitment, performance, career development, learning, as well as compensation management. Whatever your sector, the size and culture of your company, your organizational structure and HR processes, and wherever you're based, our application is easily adapted and configured to exactly match your needs. Talentsoft puts your employees' aspirations at the heart of your company's HR strategy, giving both them and managers smart and personalized HR content needed for professional growth and simple-to-use interfaces with native support for social networks. This explains why Talentsoft's 100% European compliant, globally ready application is now a market leader with 3 million users in over 100 countries and 17 languages, working in more than 600 companies.
Просмотров: 4855 Talentsoft Group
His website is a lead generation machine. Contractor Nation built it for free | Customer Testimonial
 
02:49
Kurt St. John is the owner of Power House Home Services in Seymour, CT. and has been a happy customer of Contractor Nation for over six months now! Like many contractors, Kurt worked with several other internet-based providers and had his share of bad experiences with them. When we first contacted him about our 100% performance-based internet marketing model, he thought what most of our prospects think before they work with us: It is just too good to be true. Kurt decided to try it, anyway. He was happy to find out that everything we told him he could expect from our services was exactly what he got. From the onboarding process, easy and stress-free, to the full support he received from the team through his account manager. “While I’m out in the field working, I don’t have time to do all the stuff that is required to really grow the business. Now I’ve got Mike, who is my account manager, working with me behind the scenes, checking to make sure everything works just fine. We get weekly updates and we talk weekly,” explains Kurt. His website, which he is easily able to upload pictures to himself, helps him build the local credibility that earns the leads he gets. “It has really helped our bottom line tremendously. I just can’t say enough good about it, and it is so different from the way others operate,” he said. Kurt is also very impressed with the broad range of services offered within the program, which includes web design, SEO, PPC, social media, reputation management, lead tracking, call center support and everything else. “I couldn’t really afford to pay somebody to do the job that Contractor Nation does. As a small business owner, I would need a plethora of people to get the job done. Contractor Nation is there and they support me with their entire staff, and we are only paying when the system performs,” Kurt said. Unlike other web design and SEO companies that charge a monthly fee without offering any performance guarantee, Contractor Nation doesn’t charge for the services. Kurt only pays for his results. “They filter out leads that are unqualified, they look for my best interest, and they are really there just to help me,” he said, “It’s a wind-win. It works for everyone involved.”
Просмотров: 999 Contractor Nation
DDFA technology explained
 
01:41
Disclaimer: This presentation contains certain statements (including, statements concerning plans and objectives of management for future operations or performance, or assumptions related thereto) that are 'forward looking statements' within the meaning of the United States Private Securities Litigation Reform Act of 1995 in relation to the future financial and operating performance and outlook of CSR, as well as other future events and their potential effects on CSR. These forward-looking statements can be identified by words such as 'believes', 'estimates', 'anticipates', 'expects', 'intends', 'may', 'will', 'plans', 'should' and other similar expressions, including statements relating to: expected developments in our product portfolio, expected revenues, expected annualised operating costs savings, expected future cash generation, expected future design wins and increase in market share, expected incorporation of our products in those of our customers, adoption of new technologies, the expectation of volume shipments of our products, opportunities in our industry and our ability to take advantage of those opportunities, the potential success to be derived from strategic partnerships, the potential impact of capacity constraints, the effect of our financial performance on our share price, the impact of government regulation, expected performance against adverse economic conditions, and other expectations and beliefs of our management. All forward looking statements are based upon numerous assumptions regarding CSR's business strategies and the environment in which CSR will operate and therefore involve a number of known and unknown risks, contingencies, uncertainties and other factors, many of which are beyond the control of CSR. Actual results and developments could differ materially from those expressed or implied by these forward looking statements as a result of numerous risks and uncertainties. These factors include, but are not limited to: the ability to realise the expected synergies from acquisitions in the amounts or in the timeframe anticipated, a continuing or worsening economic downturn, which could reduce demand for consumer products; risks associated with securing sufficient capacity from the third-parties that manufacture, assemble and test CSR's products and other risks relating to CSR's fabless business model; declines in the average selling prices of CSR's products; risks associated with existing or future litigation; costs associated with the development of new products in response to market demand; errors or failures in the hardware or software components of CSR's products; cancellation of existing orders or the failure to secure new orders; risks associated with acquiring and protecting intellectual property; risks relating to forecasting consumer demand for and market acceptance of CSR's products and the products that use CSR's products; increased expenses associated with new product introductions, masks, or process changes; yields that CSR's subcontractors achieve with respect to CSR's products; the cyclicality of the semiconductor industry; the potential for disruption in the supply of wafers or assembly or testing services due to changes in business conditions, natural disasters, terrorist activities, public health concerns or other factors; CSR's ability to manage past and future acquisitions; CSR's ability to protect its intellectual property; CSR's ability to attract and retain key personnel, including engineers and technical personnel; the difficulty in predicting future results; and other risks and uncertainties discussed in our latest Annual Report. Each forward looking statement speaks only as of the date hereof. CSR does not undertake to release publicly any updates or revisions to any forward looking statements contained herein, otherwise than required by law."
Просмотров: 1788 CSR
Constellation Healthcare Technologies CEO explains acquisition strategy
 
12:49
Paul Parmar, the chief executive of Constellation Healthcare Technologies (LON:CHT), which floated on AIM in December, introduces the company, its growth strategy and the opportunity in the US healthcare market. It follows a trading update, which revealed the group’s financial performance for 2014 was ahead of expectations.
Просмотров: 1024 Proactive Investors Stocktube
Human Resource Management
 
02:02
Interested in human resource management, but not sure what it's all about? Human resource professionals are typically responsible for making sure a workplace is productive, harmonious and safe. To find out more, go to http://business.monash.edu/programs/undergraduate-programs/study-areas/management
Просмотров: 750133 Monash Business School
CSR mbed Shields Overview with a GPS fix demo
 
04:55
Simon Finch, CSR Consultant, walks through CSR's recently released mbed shields. Disclaimer: This presentation contains certain statements (including, statements concerning plans and objectives of management for future operations or performance, or assumptions related thereto) that are 'forward looking statements' within the meaning of the United States Private Securities Litigation Reform Act of 1995 in relation to the future financial and operating performance and outlook of CSR, as well as other future events and their potential effects on CSR. These forward-looking statements can be identified by words such as 'believes', 'estimates', 'anticipates', 'expects', 'intends', 'may', 'will', 'plans', 'should' and other similar expressions, including statements relating to: expected developments in our product portfolio, expected revenues, expected annualised operating costs savings, expected future cash generation, expected future design wins and increase in market share, expected incorporation of our products in those of our customers, adoption of new technologies, the expectation of volume shipments of our products, opportunities in our industry and our ability to take advantage of those opportunities, the potential success to be derived from strategic partnerships, the potential impact of capacity constraints, the effect of our financial performance on our share price, the impact of government regulation, expected performance against adverse economic conditions, and other expectations and beliefs of our management. All forward looking statements are based upon numerous assumptions regarding CSR's business strategies and the environment in which CSR will operate and therefore involve a number of known and unknown risks, contingencies, uncertainties and other factors, many of which are beyond the control of CSR. Actual results and developments could differ materially from those expressed or implied by these forward looking statements as a result of numerous risks and uncertainties. These factors include, but are not limited to: the ability to realise the expected synergies from acquisitions in the amounts or in the timeframe anticipated, a continuing or worsening economic downturn, which could reduce demand for consumer products; risks associated with securing sufficient capacity from the third-parties that manufacture, assemble and test CSR's products and other risks relating to CSR's fabless business model; declines in the average selling prices of CSR's products; risks associated with existing or future litigation; costs associated with the development of new products in response to market demand; errors or failures in the hardware or software components of CSR's products; cancellation of existing orders or the failure to secure new orders; risks associated with acquiring and protecting intellectual property; risks relating to forecasting consumer demand for and market acceptance of CSR's products and the products that use CSR's products; increased expenses associated with new product introductions, masks, or process changes; yields that CSR's subcontractors achieve with respect to CSR's products; the cyclicality of the semiconductor industry; the potential for disruption in the supply of wafers or assembly or testing services due to changes in business conditions, natural disasters, terrorist activities, public health concerns or other factors; CSR's ability to manage past and future acquisitions; CSR's ability to protect its intellectual property; CSR's ability to attract and retain key personnel, including engineers and technical personnel; the difficulty in predicting future results; and other risks and uncertainties discussed in our latest Annual Report. Each forward looking statement speaks only as of the date hereof. CSR does not undertake to release publicly any updates or revisions to any forward looking statements contained herein, otherwise than required by law."
Просмотров: 1607 CSR
Human Resource Management in Hindi Part 1
 
02:05
What is Human Resource Management?? website:http://hrconsultantservice.blogspot.in Human Resource Management tutorial are provided by Hindi and Urdu.
Просмотров: 177737 swati srivastava
Professional Services Vendor Performance Review
 
44:33
You can visit www.tbri.com for more information on this and our other reports. The TBR Professional Services research team recorded a webinar on Oct. 17, 2012 recapping vendor performance reported in TBR's 2Q12 PSBQ IT Services Vendor Benchmark, with a focus on how specific vendor, go-to-market and resource management strategies impact financial performance. TBR Senior Analyst Ramunas Svarcas and Analyst Bryan Belanger shared their perspectives on the results and provide additional insight into the performance and future of the services market. They answered questions including: •How are cost takeout and operational efficiency fueling customer demand for business process outsourcing? •Which vendors are leveraging acquisitions to add vertical-specific BPO capabilities and/or delivery scale in underpenetrated markets? •How are vendors increasing BPO efficiency through investments in global delivery resources, tools and assets, and/or platform-based delivery models?
Просмотров: 241 Technology Business Research
Russian and Chinese Jets Will Be No Match for the F-35 after This Upgrade
 
03:37
Military Update News : Russian and Chinese Jets Will Be No Match for the F-35 after This Upgrade Before Comment , please connect your tongue to your brain (Thumbnail : Foto Ilustration) The Lockheed Martin F-35 Lightning II is a family of single-seat, single-engine, all-weather stealth multirole fighters. The fifth-generation combat aircraft is designed to perform ground attack and air superiority missions. It has three main models: the F-35A conventional takeoff and landing (CTOL) variant, the F-35B short take-off and vertical-landing (STOVL) variant, and the F-35C carrier-based Catapult Assisted Take-Off But Arrested Recovery (CATOBAR) variant. On 31 July 2015, the United States Marines declared ready for deployment the first squadron of F-35B fighters after intensive testing.[ On 2 August 2016, the U.S. Air Force declared its first squadron of F-35A fighters combat-ready The F-35 descends from the X-35, the winning design of the Joint Strike Fighter (JSF) program. An aerospace industry team led by Lockheed Martin designed and manufactures it. Other major F-35 industry partners include Northrop Grumman, Pratt & Whitney and BAE Systems. The F-35 first flew on 15 December 2006. The United States plans to buy 2,663 aircraft. Its variants are to provide the bulk of the crewed tactical airpower of the U.S. Air Force, Navy and the Marine Corps over the coming decades. Deliveries of the F-35 for the U.S. military are scheduled until 2037 with a projected service life up to 2070. The United States principally funds the F-35 JSF development, with additional funding from partners. The partner nations are either NATO members or close U.S. allies. The United Kingdom, Italy, Australia, Canada, Norway, Denmark, the Netherlands, and Turkey are part of the active development program;[15][16] several additional countries have ordered, or are considering ordering, the F-35. The program is the most expensive military weapons system in history, and has been much criticized inside and outside government, in the U.S. and in allied countries. Critics argue that the plane is "plagued with design flaws", with many blaming the procurement process in which Lockheed was allowed "to design, test, and produce the F-35 all at the same time, instead of… [identifying and fixing] defects before firing up its production line". By 2014, the program was "$163 billion over budget [and] seven years behind schedule".[ Critics also contend that the program's high sunk costs and political momentum make it "too big to kill". F-35 development started in 1992 with the origins of the Joint Strike Fighter program and is set to culminate in full production in 2018.[20] The X-35 first flew on 24 October 2000 and the F-35A on 15 December 2006. The F-35 was developed to replace most US fighter jets with variants of one design common to all branches of the military. It was developed in cooperation with a number of foreign partners, and unlike the F-22 Raptor, intended to be available for export. Three variants were designed: the F-35A (conventional take off and landing, CTOL), the F-35B (short-take off and vertical-landing, STOVL), and the F-35C (carrier-based CATOBAR, CV). Despite being intended to share most of their parts to reduce costs and improve maintenance logistics, by 2017 the design commonality was only 20%.[21] The program received considerable criticism for cost overruns during development and for the total projected cost of the program over the lifetime of the jets. By 2017 the program was expected over its lifetime (until 2070) to cost $406.5 billion for acquisition of the jets and $1.1 trillion for operations and maintenance.[22] A number of design deficiencies were alleged, such as carrying a small internal payload, inferior performance to the aircraft being replaced particularly the F-16, and the lack of safety in relying on a single engine, and flaws were noted such as vulnerability of the fuel tank to fire and the propensity for transonic roll-off (TRO or "wing drop"). The possible obsolescence of stealth technology was also criticized.
Просмотров: 123729 Military Update
Spotlight Seminars: TSA’s Procurement Strategy and Solicitation Review Boards
 
01:24:59
TSA’s Procurement Strategy Boards and Solicitation Review Boards Procurement Strategy Boards and Solicitation Review Boards help agencies conduct meaningful discussions about requirements, solicitation structure, procedures and process, and contract administration. Several civilian and Department of Defense agencies are using these boards to review the contract lifecycle. The goal is to ensure that requirements meet customer needs and agency procedures; as well as remain consistent and compliant with Federal, Department and Agency guidance and policy. www.gsa.gov
Просмотров: 179 GSA (General Services Administration)
Conjoint Analysis in Data-Driven Marketing
 
01:56
http://bit.ly/12VM74W Today's organizations have oceans of data available to them. Websites, customer service systems, and mobile apps are tracking and logging quadrillions of bytes of data every second. And "Big Data" is revolutionizing business: by applying marketing research principles to mine huge data sets, companies are reaping results and gaining competitive advantages in ways not seen before. The Data-Driven Marketing certificate program teaches you the essential methods of marketing research using data. The five two-week courses in this program cover: Applying statistical methods to measure and predict consumer preferences, and to segment and target customers in a meaningful way. Developing perceptual maps to position your products based on customer perceptions Using the customer lifetime value (CLV) model to plan strategic customer acquisition and management. Using the market response model to predict demand and develop the right marketing mix This certificate is your foundation for harnessing the power of data to improve service, sales, market share, and margins. http://bit.ly/12VM74W
Просмотров: 2691 eCornell
CSRB534x Development Kit demonstration
 
04:14
Alasdair Yates, Senior Software Manager at CSR, walks through the CSRB534x Development Kit. Disclaimer: This presentation contains certain statements (including, statements concerning plans and objectives of management for future operations or performance, or assumptions related thereto) that are 'forward looking statements' within the meaning of the United States Private Securities Litigation Reform Act of 1995 in relation to the future financial and operating performance and outlook of CSR, as well as other future events and their potential effects on CSR. These forward-looking statements can be identified by words such as 'believes', 'estimates', 'anticipates', 'expects', 'intends', 'may', 'will', 'plans', 'should' and other similar expressions, including statements relating to: expected developments in our product portfolio, expected revenues, expected annualised operating costs savings, expected future cash generation, expected future design wins and increase in market share, expected incorporation of our products in those of our customers, adoption of new technologies, the expectation of volume shipments of our products, opportunities in our industry and our ability to take advantage of those opportunities, the potential success to be derived from strategic partnerships, the potential impact of capacity constraints, the effect of our financial performance on our share price, the impact of government regulation, expected performance against adverse economic conditions, and other expectations and beliefs of our management. All forward looking statements are based upon numerous assumptions regarding CSR's business strategies and the environment in which CSR will operate and therefore involve a number of known and unknown risks, contingencies, uncertainties and other factors, many of which are beyond the control of CSR. Actual results and developments could differ materially from those expressed or implied by these forward looking statements as a result of numerous risks and uncertainties. These factors include, but are not limited to: the ability to realise the expected synergies from acquisitions in the amounts or in the timeframe anticipated, a continuing or worsening economic downturn, which could reduce demand for consumer products; risks associated with securing sufficient capacity from the third-parties that manufacture, assemble and test CSR's products and other risks relating to CSR's fabless business model; declines in the average selling prices of CSR's products; risks associated with existing or future litigation; costs associated with the development of new products in response to market demand; errors or failures in the hardware or software components of CSR's products; cancellation of existing orders or the failure to secure new orders; risks associated with acquiring and protecting intellectual property; risks relating to forecasting consumer demand for and market acceptance of CSR's products and the products that use CSR's products; increased expenses associated with new product introductions, masks, or process changes; yields that CSR's subcontractors achieve with respect to CSR's products; the cyclicality of the semiconductor industry; the potential for disruption in the supply of wafers or assembly or testing services due to changes in business conditions, natural disasters, terrorist activities, public health concerns or other factors; CSR's ability to manage past and future acquisitions; CSR's ability to protect its intellectual property; CSR's ability to attract and retain key personnel, including engineers and technical personnel; the difficulty in predicting future results; and other risks and uncertainties discussed in our latest Annual Report. Each forward looking statement speaks only as of the date hereof. CSR does not undertake to release publicly any updates or revisions to any forward looking statements contained herein, otherwise than required by law."
Просмотров: 938 CSR
How to Convince People Convincing Skills in Hindi by Vivek Bindra
 
04:48
To Attend a 4 hour Power Packed “Extreme Motivation & Peak Performance” Seminar of BOUNCE BACK SERIES, Call at +919310144443 or Visit https://bouncebackseries.com/ To attend upcoming LEADERSHIP FUNNEL PROGRAM, Call at +919810544443 or Visit https://vivekbindra.com/upcoming-programs/leadership-funnel-by-vivek-bindra.php Watch the Leadership funnel Program Testimonial Video, here at https://youtu.be/xNUysc5b0uI Follow our Official Facebook Page at https://facebook.com/DailyMotivationByVivekBindra/ and get updates of recent happenings, events, seminars, blog articles and daily motivation. Mr. Vivek Bindra, International motivational speaker, Leadership consultant& CEOCoach explains How to convince peoplein this video. No matter how persuasive you are, most people will not change their mind. The classic mistake most of us do is we try to convince people & want them to believe us. Mr. Bindra says if you wish to convince someone then never try to convince him. Understand need, interest & concern of the person, and when you understand their need, interest & concern he/ she will connect with you. Once you will connect with him he will be convinced automatically.This is the convincing formula of Mr. Vivke Bindra, to understand people. Convincing people is tough but one can convince someone if he/ she hasConvincing power. Mr. Vivek Bindra’s seminars on - Convincing skills, Convincing techniques, Convincing customers, Convincing skills in sales are very much in demand in cities like Bangalore, Chennai, Delhi, NCR, Hyderabad, Kolkata, Mumbai, Ahmedabad, Pune, Kanpur, Indore, Jaipur, Vadodara, Surat, Nagpur,Lucknow,Patna,Bhopal,Bhubaneswar, Bikaner, Bokaro Steel City, Chandigarh, Coimbatore, Cuttack, Dehradun, Dhanbad, Durgapur,Faridabad, Ghaziabad, Gurgaon, Guwahati, Gwalior, Hubli, Indore, Jabalpur, Jalandhar, Jamshedpur, Jhansi, Kanpur, Kochi, Kota, Kozhikode, Lucknow, Ludhiana, Madurai, Mangalore, Mysore, Nagpur, Noida, Pondicherry, Raipur, Rajkot, Ranchi, Rourkela, Surat, Thiruvananthapuram, Vadodara, Varanasi, Visakhapatnam. He is a master trainer at Convincing & How to convince people. In sales & marketing you can succeed if you have a strong convincing power. Mr. Vivek Bindra shares best convincing tips to help anyone and everyone. He is famous for his how to convince people, among students, kids, youth working men and women. Mr. Bindra can be contacted for his expert suggestions atHow to convince people to do whatever you want, How to convince your parents, How to convince people to invest, How to convince people over phone, How to convince people in marketing, How to convince people in networking, How to influence people and many more. His motivational videos on convincing skills is in demand in India, NCR, Andhra Pradesh, Arunachal Pradesh, Assam, Bihar, Chhattisgarh, Goa, Gujarat, Haryana, Himachal Pradesh, Jammu & Kashmir, Jharkhand, Karnataka, Kerala, Madhya Pradesh, Maharashtra, Manipur, Meghalaya, Mizoram, Nagaland, Odisha, Punjab, Rajasthan, Sikkim, Tamil Nadu, Telangana, Tripura, Uttar Pradesh, Uttarakhand, West Bengal. His videos are widely available online on- Convincing skills, How to convince people in Hindi, How to convince people in English, How to convince your parents to get you something around the world and his sessions are most sought after convincing power inAsia, South East Asia, Malaysia, Kualalumpur, Singapore, Thailand, Bangkok, Vietnam, Dubai, Abu Dhabi, Qatar, Maldives, Bhutan, Nepal, Thimpoo, Kathmandu, Burma, Rangoon and middle east. Ask Mr. Mr. Bindra for convincing tactics and strategy training and tips in hindi and English along with videos. Talk to Mr. Bindra for his public programs on influencing styles, influencing strategy, influencing techniques, influencing skills, influencing people, influencing without authority, influencing videos in hindi and English, influencing seminars, trainings, symposiums, keynote addresses, televised broadcasts, interviews, discourses, debates, seminars, presentations etc.
Просмотров: 1352853 Dr. Vivek Bindra: Motivational Speaker
Michael Lawley, HealthPlan Services - #IBMEdge - #theCUBE
 
13:59
01. Michael Lawley, HealthPlan Services, Visits #theCUBE!. (00:20) 02. Give Us The Lay Of The Land Of What You're Doing. (00:39) 03. What Was The Thougt Behind The Big Investment In Tech. (01:26) 04. Does Digital Transformation Mean Anything To You. (03:22) 05. How Has Your Company Changed The Way It Works With Data. (04:10) 06. What Do You See As The Role Of IT In Your Shop. (05:28) 07. How Has Security Evolved. (06:11) 08. Is Security A Board Level Issue. (07:20) 09. How Has Technology 's Role In The Context Of M&A Changed. (08:00) 10. How Did ObamaCare Affect Your Demand. (09:16) 11. What Has Your Relationship With IBM Been Like. (10:26) 12. What Is Your Background In Karate. (11:06) 13. What Is Next For You. (13:07) Track List created with http://www.vinjavideo.com. --- --- Filtering hype from hope: What’s disrupting healthcare tech? | #IBMEdge by Gabriel Pesek | Sep 19, 2016 For many users of healthcare services, the technological side of things tend to only be recognized when a bug or other annoyance crops up. But to those working to improve the databases, connectivity and utility of healthcare’s important services, the developments coming about because of tech advances can be nearly overwhelming. Michael Lawley, SVP of IT at HealthPlan Services (HPS), joined Dave Vellante (@dvellante) and Stu Miniman (@stu), cohosts of theCUBE, from the SiliconANGLE Media team, at this year’s IBM Edge event to discuss ways in which healthcare’s tech side is growing, along with his company’s efforts to streamline tasks through cognitive computing. Positive progress Starting off the interview, Lawley was enthusiastic about HPS’ current position in the market. His company provides a multitude of services and technologies to over 35 leading insurance companies. “We’ve picked up some really big clients, we’ve got great penetration … it’s a fun time for us,” he said. He also shared some details on how HPS is working to advance from its already strong position, with the main points of focus being “looking at stabilization and getting ready for capacity.” But for all of the changes taking place these days, Lawley remained upbeat, even when considering developments that could have a profound impact on his company’s implementation practices. “Go way, way back and think how we started off with this thing called a mainframe [and how it was supposed to disrupt everything]. … Then the next disruptive thing came along. … So I put a filter on it when I hear ‘disruptive,’ and I try to look at it from a positive perspective,” he explained. Applying lessons One of the points of interest for HPS currently is centered on identifying repetitive tasks, with plans to eventually handle them through cognitive computing. While many of these tasks are simply being bundled together at this time, there are hopes that more particular treatment of such busy work will be implemented soon. “It’s not about covering [activity] up, it’s about transparency, but also being safe,” Lawley explained. RELATED: The darling of the open-source movement | #RHSummit On the topic of IBM’s relevance to HPS, Lawley was quite complimentary of its business solutions, stating, “[IBM’s] always been an important staple in my data centers.” Some time was also given to discussion of Lawley’s martial arts background and how lessons from that training have influenced his business behavior, such as what he’s learned about stamina, persistence and performance limits. Finishing with talk of HPS’ acquisition by Wipro Ltd., Lawley shared what he could, with the disclaimer that as there was so much news to come, he was not at liberty to give all the details. For now, though, HPS will be “looking to leverage scale and scope of the parent company,” Lawley stated.
Просмотров: 525 SiliconANGLE theCUBE
Wireless Infrastructure Growth Play Icon Media $ICNM Targets New Acquistions
 
05:06
In this episode of CEOLIVE.TV we're joined again by Mr. Rob Deakin, Chairman and CEO of Icon Media Holdings, Inc. (ICNM), a diversified global technology company that specializes in wireless infrastructure, a market estimated to be worth $163 Billion by 2019 (according to www.marketresearchstore.com). In this Investor Update Rob discusses the wireless infrastructure market and how Icon Media plans to capture market share as well as the company's acquisition plans to expand their wireless business. About Icon Media Holdings, Inc. (ICNM) www.iconmediaholdings.com www.spectrumvelocity.com Icon Media Holdings ( OTC PINK : ICNM ) is a diversified global technology company that specializes in technical and infrastructure services for the wireless industry. The Company provides turnkey small cell network, distributed antenna systems ("DAS") and Wi-Fi technical consulting, design and implementation services through its subsidiary Spectrum Velocity™. Our customer base includes the wireless industry as well as enterprise clients. Forward Looking Statements This CEOLIVE.TV video interview contains forward-looking statements within the meaning of the Securities Litigation Reform Act. The statements reflect the Company's current views with respect to future events that involve risks and uncertainties. Among others, these risks include failure to meet schedule or performance requirements of the Company's contracts, the Company's ability to raise sufficient development and working capital, the Company's liquidity position, the Company's ability to obtain new contracts, the emergence of competitors with greater financial resources, and the impact of competitive pricing. In the light of these uncertainties, the forward-looking events referred to in this release might not occur as planned or at all. Contact CEOLIVE.TV Mike Elliott newsdesk@ceolive.tv Disclaimer Neither CEOLIVE.TV or any of its principals currently owns or plan to own within 72 hours of publication any shares of the stocks mentioned in this video. For a full disclaimer please visit, ceolive.tv/disclaimer. CEOLIVE content and productions are based on data obtained from sources we believe to be reliable but are not guaranteed as to accuracy and are not purported to be complete. As such, the information should not be construed as advice designed to meet the particular investment needs of any investor. Any opinions expressed in CEOLIVE content and productions, or other investor relations materials and presentations are subject to change. Neither CEOLIVE nor any of its data or content providers shall be liable for any errors or delays in the content, or for any actions taken in reliance thereon. All data and information is provided for informational or entertainment purposes only. CEOLIVE is not a registered broker-dealer or a registered investment advisor.
Просмотров: 236 Mike Elliott
Mobile and Location-Based Marketing
 
02:13
To learn more, go to http://learningly.myshopify.com/products/mobile-and-location-based-marketing People use mobile devices differently than they use desktop computers. This means different things to different types of businesses. For local businesses, it means making sure a business can be found in the places mobile users are looking for local deals. This course explores these places, including local and review sites such as Foursquare, Yelp. If a business relies on a website for sales, leads, or brand exposure, preparing a website for the mobile web is imperative. The course helps plan the best mobile solution for a website, focusing on best practices, user experience, business priorities, and optimization. The course also outlines how to plan the right type of app for a business, and introduces solutions such as coding from scratch, using a framework, or finding a good service.
Просмотров: 614 Learningly TV
Wahzhazhe: An Osage Ballet
 
01:03:00
The Osage ballet, Wahzhazhe, is a contemporary ballet that brings together unique and diverse qualities of Oklahoma history and culture: a reverence for classical ballet that was the legacy of two famous Osage ballerinas, Maria and Marjorie Tallchief, and the richness of Osage traditional music, dance, and textile arts. The creative set designs transform the stage into accurate depictions of Osage lifestyles and the costumes are created to appear as the traditional tribal clothing that was worn during the past 200 years. The ballet depicts the history of the Osage people: their removal from their homelands, the boarding-school era, the discovery of oil on their reservation, which lead to great wealth and tragedy, and the celebration of Osage life today. Wahzhazhe is produced by Randy Tinker Smith and choreographed by Jenna Smith, both of Osage descent. Roman Jasinski acted as adviser on the project. This performance was recorded on March 23, 2013 in the Rasmuson Theater of the National Museum of the American Indian.
Просмотров: 11913 SmithsonianNMAI
Phil Fontaine - "A Look Back and a Look Forward"
 
38:57
Просмотров: 774 UWinnipeg
India’s Latest 2 Kalvari Class Attack Subs Undergoing Sea Trials
 
04:07
This video shows you that India’s Latest 2 Kalvari Class Attack Subs Undergoing Sea Trials. The Indian Navy’s (IN) latest two Scorpene-class (Kalvari-class) diesel-electric attack submarines (SSK) are currently undergoing sea trials while the remaining three subs of the class are under construction, a senior naval official said this month. “The second and third of the six Scorpene-class submarines are undergoing sea trials while the fourth, fifth and the sixth are under construction. We want to focus on first getting all these submarines commissioned, before going in for more submarines,” Vice Admiral Srikant, the commandant of the National Defense College said on March 16, according to local media. The SSKs will be armed with heavy weight torpedoes and anti-ship missiles. The SSKs are also expected to be retrofitted with a domestically designed and manufactured air-independent propulsion (AIP) system. Indian Prime Minister Narendra Modi commissioned the first-of-class INS Kalvari in December 2017. The INS Khanderi, the second Kalvari-class SSK, was launched in January 2017 commenced sea trials in July of that year. While the IN originally planned to commission the Khanderi by the end of 2017, various delays caused the induction ceremony to be pushed back to 2018. The future INS Karanj was launched at the end of January at a naval dockyard in Mumbai and is now expected to join the service in late 2018 or 2019. The remaining three SSKs are expected to be delivered by the end of 2020. “The Indian government awarded French shipbuilder Naval Group (formerly known as Direction des Constructions Navales Services ) a $4.16 billion contract for the construction of six diesel-electric attack submarines for the Indian Navy in partnership with Mumbai-based Mazagon Dock Limited under the so-called Project-75 acquisition program,” I explained last year. The IN has decided to scrap plans to place a follow-up order for six additional Kalvari-class boats with DCNS, as I reported previously (See: “India Drops Plans to Add 3 More French Stealth Attack Submarines”): With DCNS apparently out of the competition for the next phase of Project 75-I, India will have to look among the French ship maker’s competitors – including Navantia (Spain), Kockums (Sweden), Rubin Design Bureau-Amur Shipyard (Russia), Mitsubishi Heavy Industries, and Kawasaki Heavy Industries (Japan) – to choose a foreign defense contractor to build an additional six diesel-electric attack submarines in Mumbai. The Indian government has recently reissued an acceptance of necessity, the first formal step in procuring a new weapon system, for the estimated $11 billion Project 75-I. An annually held joint India-French naval exercise saw the first participation of a Kalvari-class boat in a bilateral naval drill earlier this month. ====================================================================================================== DISCLAIMER: Each and every content used in this video is not imaginary. All are taken from reputed news agencies. This video doesn’t meant to hurt anybody's personal feelings,beliefs and religion. We are not responsible for any of these statements used in this video. If you have any suggestion or query regarding this video, you can contact me on YouTube personal Message and you can send me message in my Facebook page. Thank you & regards Global conflicts ====================================================================================================== Channel Link: https://www.youtube.com/c/Globalconflict7 Facebook: https://www.facebook.com/GlobalConflict7/ Fan Page: https://www.facebook.com/globalconflict/ Twitter: https://twitter.com/Gl0balC0nflict ======================================================================================================
Просмотров: 220 Global Conflict
WF SME ScaleUp helps "Zenith Precision" with mentor support and interactive seminars
 
03:45
Zenith Precision Private Limited is among South India's leading small-scale manufacturers of precision components and sub-assemblies. Combining technology with efficient processes, they offer cost-competitive, batch-type production solutions to a national and international clientele. Deepak Pinto, Managing Director, Zenith Precision says, "What this program did was to give us a structured approach on how we should look at each of our problems. The program also exposed us to mentors, advisors, seminars, and consultants who helped us with all the issues that we had". WF NEN Venture ScaleUp: WF NEN Venture Scaleup is a three months’ hyper-growth business accelerator with a goal oriented, deep engagement, zero equity, no fees program, and a strong focus on individual attention and a vast mentor pool. It is part of a bouquet of accelerator programs simultaneously run across Bangalore, Hyderabad and Pune catering to early growth and growth startups across diverse business sectors. WF NEN Venture Scaleup focuses on workshops, one on one mentor and expert sessions and experiential learning from WF NEN growth coaches, domain experts, mentors, entrepreneurs, service providers, investors and experts who work with participating entrepreneurs one-on-one to help achieve tangible growth and the right ‘Traction Metrics’. A critical element of the program has been the connects with customers esp. sectors with preferred customer/partner base. WF NEN Venture ScaleUp has 3Cs as major areas of focus - Customer, Cash and Capacity using SCALING LEAN principles enunciated by U.S based Ash Maurya who is the author of the international bestseller “Running Lean: How to Iterate from Plan A to a plan that works” and the creator of the one-page business modeling tool “Lean Canvas”. He is known for offering some of the best and most practical advice for entrepreneurs and intrapreneurs all over the world and has developed a systematic methodology for raising the odds of success built upon Lean Startup, Customer Development, and Bootstrapping techniques. WF NEN’s goal is to create an open-source, high-quality accelerator model for national and international replication. About Wadhwani Foundation: Wadhwani Foundation was founded in 2000 by Silicon Valley based entrepreneur and philanthropist, Dr. Romesh Wadhwani with the primary mission of accelerating economic development in emerging economies through large-scale job creation and job fulfilment. The Foundation is present in Asia, Africa and Latin America operating in association with governments, educational institutes, corporates, mentors, and investors. Its Initiatives are driving job creation and jobs fulfilment through entrepreneurship, skills development and innovation. About National Entrepreneurship Network (NEN) : National Entrepreneurship Network (NEN) inspires, educates, and supports student entrepreneurs, startups, and SMEs for creating high-value jobs. NEN creates city-based entrepreneurial ecosystems consisting of institutes that teach NEN courses, NEN run or supported accelerators and a network of mentors, investors, service providers supporting startups and SMEs. Click here to subscribe this channel at : https://goo.gl/mR1FKK To know more about Wadhwani Foundation and its initiatives visit: Wadhwani Foundation Website: https://www.wfglobal.org/ National Entrepreneurship Network: https://www.wfnen.org/ Connect with us: Facebook: https://www.facebook.com/wadhwanifoundation NEN Facebook: https://www.facebook.com/NEN Twitter: https://twitter.com/WadhwaniF LinkedIn: https://www.linkedin.com/company/wadhwani-foundation Google + : https://plus.google.com/u/0/+Wadhwani-foundationOrg
Просмотров: 1810 Wadhwani Foundation
Meeting the challenge of providing accurate automotive positioning performance in Chicago
 
05:43
CSR (http://www.csr.com) has added significant upgrades to its SiRFDRive® software dead reckoning algorithms, improving automotive positioning performance and meeting the requirements of leading OEMs across the globe. This video demonstrates how these latest algorithms improves the overall performance in Chicago, once of the most challenging environments to obtain accurate vehicle positioning results. For more details, visit http://www.csr.com/news/pr/2014/sirfstarv-5ea SiRFDrive product info: http://www.csr.com/products/46/sirfdrive Follow CSR on Twitter - https://twitter.com/CSR_plc/ Disclaimer: This presentation contains certain statements (including, statements concerning plans and objectives of management for future operations or performance, or assumptions related thereto) that are 'forward looking statements' within the meaning of the United States Private Securities Litigation Reform Act of 1995 in relation to the future financial and operating performance and outlook of CSR, as well as other future events and their potential effects on CSR. These forward-looking statements can be identified by words such as 'believes', 'estimates', 'anticipates', 'expects', 'intends', 'may', 'will', 'plans', 'should' and other similar expressions, including statements relating to: expected developments in our product portfolio, expected revenues, expected annualised operating costs savings, expected future cash generation, expected future design wins and increase in market share, expected incorporation of our products in those of our customers, adoption of new technologies, the expectation of volume shipments of our products, opportunities in our industry and our ability to take advantage of those opportunities, the potential success to be derived from strategic partnerships, the potential impact of capacity constraints, the effect of our financial performance on our share price, the impact of government regulation, expected performance against adverse economic conditions, and other expectations and beliefs of our management. All forward looking statements are based upon numerous assumptions regarding CSR's business strategies and the environment in which CSR will operate and therefore involve a number of known and unknown risks, contingencies, uncertainties and other factors, many of which are beyond the control of CSR. Actual results and developments could differ materially from those expressed or implied by these forward looking statements as a result of numerous risks and uncertainties. These factors include, but are not limited to: the ability to realise the expected synergies from acquisitions in the amounts or in the timeframe anticipated, a continuing or worsening economic downturn, which could reduce demand for consumer products; risks associated with securing sufficient capacity from the third-parties that manufacture, assemble and test CSR's products and other risks relating to CSR's fabless business model; declines in the average selling prices of CSR's products; risks associated with existing or future litigation; costs associated with the development of new products in response to market demand; errors or failures in the hardware or software components of CSR's products; cancellation of existing orders or the failure to secure new orders; risks associated with acquiring and protecting intellectual property; risks relating to forecasting consumer demand for and market acceptance of CSR's products and the products that use CSR's products; increased expenses associated with new product introductions, masks, or process changes; yields that CSR's subcontractors achieve with respect to CSR's products; the cyclicality of the semiconductor industry; the potential for disruption in the supply of wafers or assembly or testing services due to changes in business conditions, natural disasters, terrorist activities, public health concerns or other factors; CSR's ability to manage past and future acquisitions; CSR's ability to protect its intellectual property; CSR's ability to attract and retain key personnel, including engineers and technical personnel; the difficulty in predicting future results; and other risks and uncertainties discussed in our latest Annual Report. Each forward looking statement speaks only as of the date hereof. CSR does not undertake to release publicly any updates or revisions to any forward looking statements contained herein, otherwise than required by law."
Просмотров: 2804 CSR
HR Management: Training & Development
 
06:25
This episode examines the processes involved in employee training and development. IU Southeast Instructor: Alysa Lambert
Просмотров: 356652 IUSoutheast
Tesla may build Gigafactory in Germany
 
03:31
Tesla may build Gigafactory in Germany Elon Musk in one of his Tweets expressed interest in building first ever Tesla Gigafactory in Germany. He argued, the ideal location would be along the French Border not far from Benelux, presumably Saarland, Baden-Württemberg or Rhineland seem most promising locations. Tesla Europe is major part of overall Tesla operations, and Europe is responsible for nearly half of all Tesla car sales. Although Tesla’s European headquarters and an assembly plant are located in the Netherlands. Production there is primarily geared for Benelux and Scandinavian market and low scale production prohibits any serious car manufacturing for EU wide market. Gigafactory in Germany, is obvious choice, Germany is one of the world’s largest car makers, with VW Group, BMW group and Daimler AG Group all based in Germany. With 3 major car makers, the component manufactures also being plentiful to service these 3 major automakers, and proximity of France, another huge market as well as home to Renault. Tesla’s acquisition of German engineering firm Grohmann Engineering, which was renamed Tesla Grohmann Automation enables Tesla to expand its operations in Europe early on. European electric car sales exceed US electric car sales, despite Tesla one of the biggest electric car manufactures, being based in US. With EU based manufacturing, Tesla could also expand and service to what is world’s largest integrated market. Tesla has been facing serious shortcomings with Tesla Model 3 car, delays and rising manufacturing costs often being mentioned, also the implications of sabotage by the big 3 automakers in US has also considerable implications, if proven correct, and Elon Musk has some evidence to back up his claims, this would put serious stain on traditional automakers in US and justify to investors at least the reason for delays due to sabotage and industrial espionage. Europe is a natural choice for Tesla, it already has considerable infrastructure and all major car makers in Europe plan to manufacture electric cars only from early to mid-2020s, with some like Volvo making only electric models from 2020 onwards. Elon Musk plans to make Tesla cars and powerwall battery packs in Germany is sound decision based on market that is 3 times greater than California, add France, Benelux and rest of the EU, the market potential for Tesla are enormous, potentially exceeding US demand twofold or more. Despite having much greater competition from major players, Volvo, Renault, Daimler, BMW and VW groups, the scope for innovation and market that believes in product could only enhance Tesla’s reputation. Tesla has a Gigafactory in Sparks, Nevada, that makes batteries and powertrains for its vehicles. During the company’s annual shareholder meeting on June 4, Musk discussed Tesla’s plans to build a Gigafactory in Shanghai, China. Musk said Tesla will announce details about the Chinese Gigafactory as soon as next month.Tesla intends to ultimately build between 10 to 12 Gigafactories.
Просмотров: 1433 mic of orion
Elder In The Making | Episode 5: A Broken Treaty
 
15:06
What follows from the treaty signing is a genocide in slow motion. Elder Narcisse Blood shares his story growing up in residential school and the person he has become. --------------------------------------------------------------------------------- Connect with us: Facebook - https://www.facebook.com/optiklocal/ Twitter - https://twitter.com/optiklocal
Просмотров: 6927 STORYHIVE