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Tag: Strategy

  • Did you buy a home with a high interest rate and intend to refinance later?

    Did you buy a home with a high interest rate and intend to refinance later?

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    Ever since mortgage interest rates jumped in 2022, some Californians have had a strategy: Buy now and, once rates drop, refinance to save hundreds of dollars each month.

    The idea — pushed by some real estate agents — was supposed to be a trade-off. The buyer could pick up a home in a slower market, and though interest costs would be high, they wouldn’t stay that way.

    The strategy may still work, but so far, high borrowing costs are here to stay. In recent weeks, rates have climbed higher, surpassing 7% for the first time since last year.

    If you bought a home with this strategy, The Times would like to speak with you about how it has worked out.

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    Andrew Khouri

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  • Inside Netflix’s Calculated Sports Strategy

    Inside Netflix’s Calculated Sports Strategy

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    Matt is joined by Julia Alexander from Puck and Parrot Analytics to discuss what is and isn’t working in Netflix’s foray into live sports and sports-adjacent programming, and they outline how Netflix is experimenting to make a potential bid on live rights for a major sport. She reveals some data around Netflix viewership, explains why the sports documentary market is oversaturated, and outlines the importance of live sports for Netflix’s bottom line. Matt finishes the show with a prediction on the opening weekend box office for the new Mark Wahlberg film Arthur the King.

    For a 20 percent discount on Matt’s Hollywood insider newsletter, What I’m Hearing …, click here.

    Email us your thoughts!

    Host: Matt Belloni
    Guest: Julia Alexander
    Producers: Craig Horlbeck and Jessie Lopez
    Theme Song: Devon Renaldo

    Subscribe: Spotify

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    Matthew Belloni

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  • Pfizer Couldn’t Pay for Marketing This Good

    Pfizer Couldn’t Pay for Marketing This Good

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    On June 3, 2021, a roughly 60-year-old man in the riverside city of Magdeburg, Germany, received his first COVID vaccine. He opted for Johnson & Johnson’s shot, popular at that point because unlike Pfizer’s and Moderna’s vaccines, it was one-and-done. But that, evidently, was not what he had in mind. The following month, he got the AstraZeneca vaccine. The month after that, he doubled up on AstraZeneca and added a Pfizer for good measure. Things only accelerated from there: In January 2022, he received at least 49 COVID shots.

    A few months later, employees at a local vaccination center thought to themselves, Huh, wasn’t that guy in here yesterday? and alerted the police. By that point, the German Press Agency reported, the man had been vaccinated as many as 90 times. And still he was not done. As of November, he said he’d received 217 COVID shots—217!

    That’s according to a new paper published in The Lancet. After German researchers learned of the man from newspaper articles, they managed to contact him via the public prosecutor investigating the case. He was “very interested” in participating in a study Kilian Schober, an immunologist at Uniklinikum Erlangen and a co-author on the paper said in a statement. They pieced together his vaccination timeline through interviews and medical records, and collected blood and saliva samples to examine the immunological effects of “hypervaccination.”

    The man’s identity hasn’t been revealed, and in the paper he’s referred to only as “HIM” (seemingly an acronym, though what it stands for is not specified). He is hardly the world’s only hypervaccinated person. A retired postman in India had reportedly received 12 shots by January 2022 and told The New York Times, “I still want more.” A New Zealand man, meanwhile, allegedly racked up 10 in a single day. But pause for a moment and consider the sheer logistics of HIM’s feat. In all, he received his 217 vaccinations over the course of just under two and a half years, which comes out to an average of seven and a half shots a month, although the distribution was far from even. For several weeks in early 2022, he received two shots nearly every day. He seems to have had a strong preference for the Pfizer and Moderna vaccines, but he also got at least one shot of AstraZeneca and Sanofi-GSK and, of course, Johnson & Johnson.

    Why? you might wonder. The paper itself elides this question, saying only that he did so “deliberately and for private reasons.” Perhaps the most obvious explanation would be extreme, probably pathological COVID anxiety. News reports from April 2022 offer another possible explanation: that he did so to sell the vaccination cards. But German prosecutors did not bring charges once HIM’s scheme was uncovered, and he continued getting unnecessary shots.

    Getting 217 COVID shots is very much not the public-health guidance in Germany or anywhere else. Yet the strategy seemingly panned out: HIM has never contracted COVID, researchers concluded based on antigen tests, PCR tests, and bloodwork. “If you ask immunologists, we might have predicted that it would be not beneficial to do this,” Cindy Leifer, an immunologist at Cornell University who wasn’t involved with the Lancet study, told me. They might have expected the constant action to exhaust the immune system, leaving it vulnerable to actual viral threats. But such worries came to nothing.

    Still, immunologists cautioned against inferring any strong causal connection. He avoided the virus; he got vaccinated 217 times. He did not necessarily avoid the virus because he got vaccinated 217 times. In fact, the authors wrote, although hypervaccination seems to have increased the quantity of antibodies and T cells that HIM’s body produced to fend off the virus—even after 216 shots, the 217th still produced a modest increase—it had no real effect on the quality of the immune response. “He would have been just as well protected if he had gotten a normal number of three to four vaccinations,” Schober told me.

    Nor did hypervaccination lead to any adverse effects. By shot 217, one might have expected to see some of the rare side effects associated with the vaccines, such as myocarditis, pericarditis, or Guillain-Barré Syndrome, but as far as researchers could tell, HIM was completely fine. Remarkably, he didn’t even report feeling minor side effects from any of his 217 shots. On some level, this makes total sense: As Schober reasonably pointed out, HIM probably would not have gotten all those shots if each one had knocked him out for a day. Fair, but still: 217 shots and no side effects? How?

    If nothing else, HIM is one hell of an advertisement for the vaccines. Worried about side effects from your third booster? Well, this guy’s gotten more than 200, and he’s a-okay. Travis Kelce has been called Mr. Pfizer, but he’s got nothing on HIM. Scientifically, things are somewhat murkier. The results of the HIM study were largely unsurprising, researchers told me, but the mysteries at the margins—such as the absence of any side effects—are a good reminder that four years after the pandemic began, immunology is still, as my former colleague Ed Yong wrote, “where intuition goes to die.”

    At the end of the paper, the authors are very clear: “We do not endorse hypervaccination as a strategy to enhance adaptive immunity.” The takeaway, Leifer said, should not be the more shots, the better. Schober told me he even tried to personally convey this message to HIM after his 216th shot. “From the bottom of my heart as a medical doctor, I really told him that he shouldn’t get vaccinated again,” Schober said.

    HIM seemed to take this advice seriously. Then he went and got shot No. 217 anyway.

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    Jacob Stern

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  • Why Embracing Change Elevates Business Success | Entrepreneur

    Why Embracing Change Elevates Business Success | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    If you haven’t noticed, industries and the world at large are experiencing some pretty substantial changes as of late. Notably, innovation in artificial intelligence, massive shifts in the employment sector, and the continuing move toward sustainability have all impacted the way we run and grow our companies — and I am not just referring to the big guys. Even smaller organizations are modifying the definition of business as usual, as an unwillingness to do so could eventually threaten their very existence.

    This isn’t just rhetoric. Refusal or resistance to change can be devastating to both businesses and individuals. Perhaps this is best illustrated by a cover story titled “Change or Die,” published by Fast Company magazine nearly 20 years ago. The article chronicled a 2004 IBM conference speech by Dr. Edward Miller, the CEO and Dean of Medicine at John Hopkins at the time.

    It appears Miller shocked the audience when he shared just how many heart patients possess a destructive resistance to change. He claimed that of the nearly two million bypasses and angioplasties performed each year in the U.S., lives were rarely substantially prolonged. Miller said that half the bypasses were clogged again within a few years, and the angioplasties failed in as little as a few months. Why? He explained that even though the surgeries were traumatizing and expensive — and the stakes were extraordinarily high — many post-op heart patients simply refused to modify their unhealthy routines.

    “If you look at people after coronary-artery bypass grafting two years later, 90% of them have not changed their lifestyle. And that’s been studied over and over and over again,” Miller said. “Even though they know they have a very bad disease and they know they should change their lifestyle, for whatever reason, they can’t.”

    While Miller’s insight is jarring, it is honestly not surprising. Even in the most critical of circumstances, change can be very hard.

    So what is the difference between those who are able to implement healthy, positive change in their lives and their businesses and those who can’t? The answer might surprise you.

    Related: Why Employee Accountability is the Holy Grail of Every Successful Business

    The real catalyst for change

    Many people fear change. Or, at the very least, they fight it tooth and nail. According to renowned author and Harvard Business School Professor John P. Kotter, this resistance is generally due to one of four factors: a fear of losing something of value, a misunderstanding of the change and its implications, a belief that the change doesn’t make sense, or simply an overall low tolerance for change.

    Kotter posed that the ability to adapt is not solely based on building a proper strategy, structure, culture or systems. Instead, he posed that successful change is more specifically based on focusing on and altering behavior. We all know this is not as simple as it sounds, but there is hope. You see, Kotter explained that the key to behavioral change — in yourself, your leadership team, and your organization — is to tie the desired outcome to each participant’s feelings. The concept is rather straightforward. Emotional support and connection foster transformative action in just about everybody.

    Inspiring change in your business

    Let’s talk about your business. Ultimately, successful change in your organization begins by properly framing an issue in a way that connects with you and your team and motivates you all on a psychological level. Your message of change needs to be positive. It needs to be inspiring, and it needs to resonate. When presented with the need for change, it is also essential that those involved are provided with an appropriate support structure. The likelihood of successful change increases exponentially when people are surrounded by constructive feedback, encouragement, and the comradery of others rather than simply mandated actions.

    Related: 15 Strategies to Help Leaders Overcome Resistance to Change

    The power of your peers

    As an entrepreneur, your ability to change and adapt is arguably the single most important contributor to long-term success. Stagnant businesses simply can’t flourish, grow or (like those heart patients unwilling to modify their habits) survive. Ask yourself, how receptive are you to transformation in yourself, your processes, and your entire organization?

    Now is the time to evolve as a business owner. Start with an unwavering desire for continuous improvement. The next step is finding that emotional connection and the people or groups who can support you on your journey of change. For business leaders, these relationships are often found outside of one’s own company in the form of peer advisory boards or mastermind groups. Peer advisory boards provide business owners with the requisite support and emotional connection that act as catalysts for forward progress and even innovation.

    As the president and CEO of such an organization, I get to witness the transformative power of connection all the time. It is truly amazing to see what can happen between owners and executives who care about each other’s welfare and respect, support and elevate each other on their paths to transformation.

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    Jason Zickerman

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  • BAS U.S. 2024 registration is open | Bank Automation News

    BAS U.S. 2024 registration is open | Bank Automation News

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    Bank Automation News is pleased to announce that Bank Automation Summit U.S. 2024 will take place March 18-19 in Nashville, Tenn., at the Omni Nashville. This premier industry event focuses on the transformative power of AI and other automations within the banking sector and will provide insights, strategies and best practices for automating bank functions from industry professionals.

    View the full summit agenda here for details on two immersive days of panels and presentations with a focus on the future of AI and banking.  

    Attendees can expect panel discussions on AI, automation and innovations specific to building a sustainable, tech-forward framework within U.S. financial institutions.  

    The event will also offer the opportunity for a customized conference experience featuring two engaging tracks to choose from: Technology and Strategy. 

    Event topics will include: 

    • The AI revolution in banking; 
    • Creating a culture of AI adoption;  
    • Ideation in banking; 
    • Automating real-time payment processes; and more.  

    In addition to hearing about new technology trends from experts from a range of financial institutions, attendees will benefit from networking opportunities and roundtable discussions.  

    Learn more and register here for Bank Automation Summit U.S. 2023.  

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    Whitney McDonald

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  • How to Revolutionize Your Company’s Approach to Strategy | Entrepreneur

    How to Revolutionize Your Company’s Approach to Strategy | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    The modern business world has become increasingly dynamic, facilitating a remote-first environment that calls for adaptation.

    Therefore, to stay ahead of the competition, business owners need a new approach to their operations that can drive consistent, reliable success.

    Enter agile strategizing — an action-oriented method that exceeds the limitations of traditional business strategy. Here’s how it works and why it’s better than the “old way” of doing things.

    Related: The Key to Every Successful Business is Agility

    The pitfalls of traditional strategy

    Traditional strategy is no longer effective in addressing the complexities of modern business. It relies on best practices and fails to keep pace with disruptive forces.

    One such example of a disruptive force was the Covid-19 outbreak. The pandemic brought unprecedented challenges and changes to businesses worldwide. Traditional strategies that heavily relied on long-term planning and stability were ill-equipped to handle the rapidly evolving circumstances caused by the pandemic.

    Businesses found themselves struggling to adapt to the sudden shift in consumer behavior, supply chain disruptions and the need for remote work. Companies that had rigid plans and processes in place often faced difficulties in quickly adjusting their operations to meet new demands and overcome unforeseen obstacles.

    Challenging the assumptions of traditional strategy

    Traditional planning assumes complete control over the environment and accurate future forecasts. In reality, the environment is elusive and the future is unpredictable.

    Consider a technology startup that solely relies on long-term projections and assumptions about customer preferences. They might invest heavily in a product based on those assumptions, only to find that the market has shifted or a disruptive technology has emerged, rendering their strategy ineffective.

    Introducing agile strategizing

    Agile strategizing offers a refreshing departure from the limitations of traditional strategy. It prioritizes action, progress and quick thinking over excessive analysis. In other words, agile strategizing is always on, always firing on all cylinders.

    Rather than getting lost in detailed planning, agile strategizing advocates for iterative implementation. Its core consists of three principles: understanding the context, developing a strategy and implementing actions.

    This approach eliminates the need for extensive plans, allowing strategists to actively think while doing.

    Related: 6 Ways Leaders Can Make Their Businesses More Agile

    The value and relevance of agile strategizing for entrepreneurs

    Agile strategizing holds immense value for owners of small- to medium-sized businesses. Here’s why.

    • Adaptability in a rapidly changing environment. Entrepreneurs and small business owners often operate in dynamic environments. With limited resources, they need a strategy that can evolve alongside their business. Agile strategizing enables flexibility. It allows entrepreneurs to adjust their plans and actions in real time, based on market feedback.
    • Innovation and competitive advantage. Innovation is a driving force for entrepreneurial success. Agile Strategizing encourages creative thinking, challenging the status quo, and exploring new opportunities. By infusing innovation into their strategy, entrepreneurs can create a competitive advantage and stay ahead.
    • Focus on high-value opportunities. Agile strategizing helps entrepreneurs focus on the most critical challenges and high-value opportunities. With limited resources and time, it’s crucial to invest energy into areas that will yield the greatest return. By identifying these key opportunities, entrepreneurs can maximize their chances of success.
    • Agility and speed in execution. Small- to medium-sized businesses often have the advantage of being nimble and agile. Agile Strategizing aligns with their inherent ability to make quick decisions. It eliminates the need for lengthy planning processes and empowers entrepreneurs to adapt. They’ll respond swiftly to market changes, emerging trends and customer demands.

    Putting agile strategizing into action

    Agile strategizing thrives on ongoing, action-oriented strategy. It’s supported by continuous conversation, reflection and “thinking while doing.”

    Let’s explore two inspiring scenarios that show the power of this approach:

    Scenario 1: Urgency for change

    In a rapidly evolving business landscape, circumstances force us to break the status quo and make quick improvements. Agile strategizing provides a proven solution for implementing change swiftly and effectively.

    To come back to that retail company, imagine they’re facing declining sales and increased competition due to the rise of ecommerce. Agile strategizing allows them to adapt rapidly to changing circumstances and make the necessary improvements to drive growth and regain their competitive edge.

    Scenario 2: Always-on strategy

    For organizations seeking continuous improvement, agile strategizing offers an alternative to long-term planning.

    Businesses should focus on their core challenges and opportunities for the next 12 to 18 months. They should conduct weekly strategy reviews, interventions and adjustments. This will foster a team dynamic based on agility and adaptability.

    Imagine a software development company that understands the importance of continuous improvement. By adjusting their actions, and fostering an environment of constant learning, they are able to maintain a competitive advantage and drive sustainable growth in the ever-evolving tech industry.

    The new rules of better strategy

    After looking at ways agile strategy can be put into action, let’s formulate its rules and core principles.

    • Focus on the most critical challenges and highest-value opportunities, rather than lofty goals.
    • Address challenges in the next 12 to 18 months, instead of creating rigid three- to five-year plans.
    • Put innovation back into strategy. Avoid benchmarking best practices and instead, encourage creative thinking.
    • Embrace an always-on approach to strategy, rather than treating it as an annual event.
    • Think while doing, rather than working behind closed boardroom doors.
    • Engage people in conversations, rather than relying solely on analytics and PowerPoint.
    • Take ownership and responsibility for your strategy, instead of outsourcing it to consultants.

    Related: Go Agile or Go Home: Why Agile Workflow Should Kill the Waterfall Process for Good

    Embrace the journey of better strategy

    Now is the time to challenge the outdated norms of traditional strategy and embrace the power of agile strategizing.

    Adopt an always-on mindset, continuously reflect and think while doing. Navigate disruptive times with confidence and resilience. Forge a strategy that focuses on the most critical challenges and high-value opportunities.

    Engage stakeholders, foster innovation and take ownership of your strategic direction. Step into the realm of better strategy — agile strategy. Here, clarity, simplicity, coherence, focus, adaptability, innovation and action are the guiding principles. Let your agile strategy become a dynamic force that propels your organization forward.

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    Marc Sniukas

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  • The SBA guidelines on energy efficiency in mortgages: Where things stand 180 days before coming into force – Banking blog

    The SBA guidelines on energy efficiency in mortgages: Where things stand 180 days before coming into force – Banking blog

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    The self-regulation guidelines from the Swiss Bankers Association (SBA) on the promotion of energy efficiency in mortgages have shone a sudden spotlight on the subject of ESG in financing. While the current guidelines are limited in scope, they nevertheless present challenges for banks in Switzerland, as they may well be extended in the future. Banks are well advised to adjust their lending operating model not only in the short term, but also strategically for the longer term.

    ESG criteria for mortgage financing are new in Switzerland

    With the Paris Agreement, Switzerland set a goal of reducing greenhouse gases by 50% from a 1990 baseline by 2030. However, this is only a stepping stone to the net zero target for 2050.[i] Despite making significant progress, Switzerland narrowly missed its targets for 2020.[ii]

    Buildings account for a significant proportion of greenhouse gas emissions (roughly 25%) and an even higher proportion of energy consumption (approximately 45%).[iii],[iv] Heating, much of it powered by fossil fuels such as natural gas and oil, makes up the bulk (68%) of this energy consumption.[v] Achieving climate goals will necessarily entail building renovations with focus on energy efficiency, but the 0.9% renovation rate in Switzerland remains far too low despite the incentives of a carbon tax and a building energy renovation programme.[vi] This suggests that there may be an “information deficit”. Unsurprisingly therefore, mortgages and mortgage providers are increasingly attracting attention from regulators — after all, mortgage providers have regular contact with both new and existing property owners, and consequently have opportunities to discuss sustainability issues with their clients. But while in the EU clear rules on dealing with potential climate risks from financing already exist (EBA/GL/2020/06, 4.3.5 and 4.3.6), Switzerland has so far limited itself to disclosure of climate-related financial risks, and only for category 1 and 2 banks (FINMA Circular 2016/01). Sustainability is an increasingly important topic in the political arena, fuelled among other things by the debate around UBS and CS. For example, a bill of targets in climate protection, innovation and energy independence was adopted with a substantial majority of 59.1% in the referendum of 18 June 2023, and this is likely to further intensify regulatory pressure. The SBA self-regulation “Guidelines for mortgage providers on the promotion of energy efficiency” that came into force on 1 January 2023 introduce ESG-related lending requirements for the first time in Switzerland, requiring banks to address the topic of energy efficiency in buildings with customers for mortgage financing.[vii],[viii]

    Numerous challenges for banks despite narrow scope

    It should be noted that there are two limitations to the guidelines. First, they are voluntary self-regulation by the Swiss Bankers Association (SBA).[ix] Unlike other self-regulation (such as CDB 20), the guidelines are only binding on SBA member institutions. This means for example that the Raiffeisen banks are not directly affected by the guidelines despite their large share of the mortgage market (approx. 17% in 2022). The same goes for insurance companies and pension funds (approx. 5% market share in 2022).[x] There are also limitations relating to the properties concerned. The guidelines apply exclusively to owner-occupied single-family and vacation homes. Nevertheless, the new requirements are sufficiently comprehensive to present banks with challenges that should not be underestimated — not least because the guidelines also apply to existing loans. The guidelines concern five main topic areas: (see Figure 1 for detailed contents of each section).

    1. Provision of information (Art. 5)

    2. Advising customers (Art. 2 & Art. 5)

    3. Terms and conditions (Art. 3)

    4. Data (Art. 4)

    5. Training and professional development (Art. 6)

    With the exception of the “Terms and conditions”, the requirements in each area are compulsory and member institutions must implement them appropriately. However, implementation is complex because the guidelines contain principles-based requirements (thus leaving room for interpretation) while also covering matters that have an impact on the overall process (such as capturing energy efficiency data). Figure 1 provides an overview of the key contents along with selected implementation challenges for each topic area.

    SBA image 1

    Figure 1: Overview of key contents of the new guidelines and selected challenges for banks

    It is unsurprising that some Swiss banks have made more progress than others with implementation, particularly in view of the transition period up to 1 January 2024. Nevertheless, banks would be well advised to obtain clarity as soon as possible as to what changes will be needed by the end of 2023.  If they fail to do so, they run the risk of having to implement a large number of tactical auxiliary measures shortly before the end of the transition period, which could impair their competitiveness. An interim analysis by the exclusive Deloitte Mortgage Survey in early June (see Figure 2) found that some 88% of institutions indicated that they had already incorporated ESG issues into their consultations. Where further-reaching measures are concerned, however, the picture is more differentiated. Just 21% of respondents use ESG as a criterion in property appraisals (for mark-up/write-down purposes), while only 33% have special terms for houses with a good eco score. By contrast, 25% of respondents plan to define ESG-related KPI targets for their mortgage portfolios, while 42% intend to introduce customer incentives for ESG renovations in 2024.

    ESG_Blog_1

    Figure 2: Survey on implementation status (as of 30 June 2023, n=24)

    Taking the opportunity for sustainable optimisation of lending operations

    While banks have the option of relying on particular tactical measures in implementing the new guidelines (e.g. manual entry of certificates and labels in customer files, fact sheets/links to subsidy programmes), this approach is likely to fall short in meeting changing regulatory demands. The provisions in some other markets go considerably further than those in Switzerland. For example, the draft of the seventh MaRisk amendment (published in September 2022) adopts parts of the previous German Federal Financial Supervisory Authority (BaFin) memorandum on managing sustainability risks, such as adjustments to credit risk strategies and appetite considering ESG risks, as well as ESG risk measurement at the portfolio level. The requirements will be subject to audit. At present this is not the case for the new SBA guidelines, but it is quite conceivable that FINMA will take similar measures in the years to come. The scope of properties affected is also likely to expand (to include, for example, investment properties). Last but not least, it is also clear that Switzerland will not be able to avoid the international trend towards better measurement and reporting of climate risks. Banks are therefore well advised not to take the changes associated with the SBA guidelines too lightly. The opportunity here is to use the momentum to achieve a better strategic alignment of their lending business with future challenges, such as those related to their future operating model (see also https://blogs.deloitte.ch/banking/2021/03/strategic-trends-and-implications-for-bank-operating-models.html). There are already examples in the market of banks with innovative, comprehensive solutions, such as home2050, a collaboration between Basellandschaftliche Kantonalbank and the canton’s leading energy supplier:  among other things this offers a solution for assessment of the potential, financing and installation of solar equipment and the associated energy system.

    In deciding what to do next, banks should specifically ask themselves the following five key questions:

    1. What gaps still exist in respect of the SBA requirements?

    2. What short, medium and long-term measures can be taken to close these gaps?

    3. What further initiatives/projects could impact the implementation of the guidelines, and where can synergies be utilised?

    4. Are we seeking a purely tactical implementation for the sake of compliance, or will we utilise the momentum for a comprehensive, forward-looking transformation of the lending business?

    5. Will we implement the requirements ourselves or work with an external partner?

    You can also view this blog on our website in English and German.

    Marc Grueter blog

    Marc Grüter, Partner, Lead FS Transformation

    Marc has 16 years of experience as a partner for leading strategic consulting firms and Big Four companies in Switzerland. Within his project portfolio, he focuses on:

    • Strategy development, target operating model design and digitalisation

    • Process optimisation and re-engineering, efficiency enhancement and cost optimisation

    • Automation, transformation and application of advanced analytical tools

    Email | LinkedIn

    Eric blog

    Eric Gutzwiller, Director, FS Transformation

    Eric has more than 10 years of consulting experience for leading universal and cantonal banks. Within his project portfolio, he focuses on:

    • Front-to-back lending process optimisation, standardisation, application of digital automated technologies

    • Strategy development and redesign, front-end and sales enablement, income optimisation projects

    Complex reorganisations and comprehensive cost optimisation initiatives at banks.

    Email  | LinkedIn

      Simon heller blog

    Simon Heller, Director, Lead Sustainability Services Risk Advisory

    Simon has 18 years of experience in sustainability topics in the finance sector. Within his project portfolio, he focuses on:

    • Sustainability and climate strategies, climate risks

    • Net zero targeting and decarbonisation of enterprises and real estate portfolios

    • Sustainability reporting and ESG ratings

    Email| Linked

      Pablo Paron

    Pablo Paron, Manager, FS Transformation

    Pablo has more than 5 years of consulting experience for leading universal and cantonal banks. Within his project portfolio, he focuses on:

    • Design of target operating models (TOMs) for the lending business, including strategy development and redesign

    • Front-to-back process optimisation, standardisation and application of digital automated technologies

    Market entry strategies, due diligence and platform implementation

    Email| LinkedIn 

    ____________________________________________________________________________________________________

    [i] https://www.bafu.admin.ch/bafu/en/home/topics/climate/info-specialists/emission-reduction/reduction-targets.html

    [ii] https://www.bafu.admin.ch/bafu/en/home/topics/climate/info-specialists/emission-reduction/reduction-targets.html

    [iii] Federal Office for the Environment [FOEN] – CO2 statistics (2022)

    [iv] Swiss Federal Office of Energy [SFOE] – Analysis of Swiss energy consumption 2000-2020 by specific use (2021)

    [v] The Federal Council – Switzerland’s long-term climate strategy (2021)

    [vi] https://www.sia.ch/de/politik/energie/modernisierung-gebaeudepark/

    [vii] Requirements are only binding for SBA member banks

    [viii] A transition period until 1 January 2024 applies for adaptation of internal bank processes

    [ix] Cf. https://www.swissbanking.ch/en/topics/regulation-and-compliance/self-regulation

    [x] Market share based on own calculations using SNB and FINMA data

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    Lena Woodward

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  • How to Build a Business That Lasts 100 Years | Entrepreneur

    How to Build a Business That Lasts 100 Years | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    Limiting your company vision to 5 or 7 years will force you to chase short-term metrics to impress investors, credit organizations and clients. The focus, however, is quite different when you have a century-long mindset and realize your company will still exist in 2122. Businesses with a 100-year vision should focus on building a solid foundation. It’s like launching a long-term space exploration ship equipped with all the supplies instead of just sending it out into space with no thought to how it will survive.

    Education-oriented organizations especially have a great deal of responsibility on their founders’ shoulders. You take nine months off from your students for the learning process and influence their career paths, which might shape their lives for the next 10, 20, 30 years, and beyond. Eventually, we are building something massive that can compete with universities on a similar level or even replace them.

    Here are several crucial strategies for building a long-term company.

    Related: Be an Innovative Leader or Risk Your Company’s Longevity

    Keep long-term goals in mind, not short-term revenue metrics

    It is crucial for companies that aim at long-term goals to focus on complex, costly processes that will pay off in the long run. Although it might take more time and money than you would otherwise spend, it is worth the effort.

    An excellent example of the short-term metrics investors monitor for an edtech company is the completion rate of the course. Although we focused on this metric since day one as an ed tech company, we are currently not meeting the benchmark. This metric would have been the priority of the company targeted to the short-term revenue, but as we aim to help people find a job, we’ve chosen not to fix it directly.

    Most adult students are employed and must pass the course at their own pace. If we were focused on metrics, we would have told our clients to finish the course in 9 months or be expelled. In contrast, we offered clients a solution tailored to their schedule instead of pushing them to complete the course faster. Rather than focusing on short-term investor metrics, we build products to suit the needs of our clients.

    Related: How Entrepreneurs Can Achieve Longevity

    Stay on top of long-term global trends

    Long-term-thinking entrepreneurs should always watch long-term global trends to prepare ahead of time or adjust their company’s direction accordingly. Here are several global trends to be aware of:

    • Automation and AI will dramatically reduce human labor: According to the new World Robotics report, an all-time high of 517,385 industrial robots were installed in factories worldwide in 2021, up 31% from the previous year, with 74% of all newly deployed industrial robots located in Asia, which has the world’s most significant industrial robot market. According to the World Economic Forum’s Future of Jobs report 2020, 85 million jobs might be replaced by machines by 2025.
    • Anti-globalization: In 2019, approximately 3 million migrant workers came from ASEAN countries, according to the International Labour Migration Statistics (ILMS) of the International Labour Organization. The data on ASEAN nationals going abroad for work indicates Vietnam (152,530) is the leading country among those providing data, followed by Cambodia (68,040) and Lao People’s Democratic Republic (54,091). One of the ways to address this issue can be partnering with local employers to provide students with employment opportunities within the businesses.

    For a company striving for 100-year history, it’s not wise to apply any trend right after it appears. For example, we currently don’t teach blockchain or metaverse developer professions at my company, even though the trend is emerging. There is no certainty as to what extent companies will migrate into virtual worlds nor how the adoption of the metaverse and cost reductions for wearable devices will proceed. As this will develop in the future, there’s no point in jumping on the bandwagon now if you’re not building the metaverse yourself.

    Don’t skimp on your service

    You must go the extra mile for your clients, no matter what type of business you run. It may mean spending more money and taking a greater risk, but the long-term benefits are worth it. If we talk about education, the feedback the students get is key — otherwise, they could’ve watched open-source videos.

    Another perk that costs you extra but makes the product better in the long term is helping students get employed. Refocus students are guaranteed a job or a refund at the end of the course. We do this to ensure that our graduates can find employment. For this, we assist students in their job searches, interview preparation, and application process.

    Related: 5 Tips for Improving Client Relationships

    Plan ahead for expansion

    If you have a global expansion plan, consider the development of countries, their education needs and when to begin targeting those markets. All processes are in place, and you should know the exact timing for expansion.

    Another part of long-term planning is integrating several partners and gathering information from modern tech companies on what skillsets are needed from potential employees. We have decided to invest in it from the beginning because it’s an essential step towards embracing more significant flows of students in the future.

    Related: 3 Tips for Global Business Expansion

    Antifragility

    According to Nassim Nicholas Taleb, an antifragile system becomes more resilient when exposed to stresses, shocks, volatility, noise, errors, faults, attacks or failures. It is vital to envision your company so that unfavorable events would strengthen it rather than weaken it. Antifragility is essential for a business to survive in volatile and uncertain conditions.

    One way to adhere to this philosophy is to conduct so-called debugging meetings to identify why we failed at some point and what needs to be changed. The results should be included in a “playbook,” outlining what to do and what not to do, whether it is launching a new marketing campaign or entering a new market.

    To survive storms, you need to be able to predict the bad moments and strategize accordingly. For example, as part of a strategy session, discuss the possibility of surviving a nuclear or third world war as a company. For us, the conclusion was that we would still exist but with a microservices-based architecture.

    Final words

    It’s hard to predict what the future will look like in 100 years. However, regardless of how education is delivered, it will be in demand forever. In any form, whether through the metaverse, VR, augmented reality, or any other cutting-edge technology, build the education spaceship that will explore the unknown depths of the future and improve people’s lives for decades.

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    Roman Kumar Vyas

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  • Facing a PR Nightmare? Here’s What to Look for in a PR Firm for Reputation Management and Defense | Entrepreneur

    Facing a PR Nightmare? Here’s What to Look for in a PR Firm for Reputation Management and Defense | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    Every executive’s worst nightmare is that your brand or someone in the company makes a reputation-destroying blunder. Whether intentional or not, the damage is done and executives must take immediate action. The best way to handle this situation is to hire an innovative, tactical public relations firm with a strategy-based method to counteract negative press.

    Too many times, companies look to their internal marketing team for solutions. Yet, these teams are too close to the problem to implement solutions that an outside firm could implement more efficiently. But what should an executive look for when choosing a PR firm?

    Related: What to Do When You Wake Up to a PR Crisis

    Tactical strategy

    When choosing a PR firm, it is crucial to find one that will provide more than just press releases, as the firm will need to develop an overarching strategy for reputation management. Your chosen PR firm should be able to anticipate potential risks and plan for potential opportunities. They should also be able to monitor and respond quickly to new developments and changing circumstances. A good PR firm will understand how to effectively manage the media while developing relationships with journalists and influencers who can help spread positive messages about your company.

    Industry experience

    Finding a PR firm with experience working in your particular industry or sector is also essential. This way, they will understand the industry’s nuances and any prevailing trends that could benefit your situation. Working with an experienced PR team can ensure that your messaging is on point and appropriate when addressing specific issues within an industry niche or target market segment.

    Related: A 3-Step Plan for Handling Any PR Crisis

    Ability to craft a unique strategy

    No companies are alike, and different situations require different tactics. The chosen PR firm must be able to craft a unique strategy tailored specifically to your company’s needs rather than using an off-the-shelf approach that does not consider individual nuances. A good PR firm will begin by understanding your brand and learning about its history, values, mission statement and goals before crafting a plan based on all these factors, industry trends and insights from its research teams.

    Working on PR strategy is about more than PR campaigns. Developing a sound PR strategy also involves identifying leaders who could be likely to make mistakes that could have implications for the company’s reputation and PR strategy. Continuous PR blunders can be detrimental to companies, disrupting the message pushed through current PR strategies and leading to further confusion in PR efforts. Thoughtful reputation management means ensuring all voices, from C-suite executives to employees, stay aligned with the PR goals of the company. Companies must implement preventative measures that uphold their public image and minimize any mistakes, particularly when it comes to leaders within the organization. These preventive measures must be part of the strategy offered by the chosen PR firm.

    Understanding of digital platforms

    Any chosen PR firm must understand social media platforms such as Facebook, Instagram, LinkedIn, Twitter, etc., as well as SEO optimization techniques that help increase visibility on search engines like Google. It is also vital that they understand various analytics tools that can evaluate performance across different platforms and measure success against predetermined goals in the initial strategy plan they craft. These metrics are invaluable in helping gauge progress throughout any reputation management campaign, so make sure your chosen agency understands how to track success through data-driven methods.

    Methodology

    It is also important to inquire about their specific methodology when it comes to handling your particular situation. Understanding a PR firm’s methods in the reputation management campaign is paramount. It is critical to seek out PR firms that can tailor their approach to fit your objectives, whether bolstering an existing positive reputation with an online article campaign or constructing a series of interviews to get new messaging out to the public. As such, ask each PR firm what methodologies they will employ to ensure that you hire the best-suited PR team to meet your needs and secure lasting success.

    Communication style

    At times like these, communication is critical, so be sure to ask potential PR firms about their communication style before hiring them. Do they provide regular updates on progress? Are they available 24/7 if needed? Can they quickly adjust the message strategy if required? These are all questions you should ask yourself when considering different PR firms for reputation management services; open communication between both parties is essential during times like these to ensure success.

    Related: The Much-Anticipated “Great Recession of 2023” Is Coming. Here’s How To Leverage PR During Economic Uncertainty

    Track record of success

    Finally, select a PR firm with a proven track record of success. Ask them about their big or small victories and how they achieved those outcomes for their clients. A good PR team will be able to share stories about how they were able to successfully turn around bad press or create positive sentiment around difficult situations. This proactive approach can mean salvaging your reputation or watching it burn.

    Conclusion

    Overall, when searching for a PR agency for reputation management and defense, there are several key factors that you should consider, including tactical strategy, industry experience, and past successes. The right agency will be able to develop an effective plan based on these criteria – ensuring quick action while mitigating further damage from negative press coverage or public scrutiny. By choosing wisely now, you can save yourself from much pain later.

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    Adam Horlock

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  • The Success of Your PR Campaign Depends on These 3 Essential Elements

    The Success of Your PR Campaign Depends on These 3 Essential Elements

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    Opinions expressed by Entrepreneur contributors are their own.

    A successful public relations (PR) campaign should be a consistent, audience-building machine that helps you reach your target audience while sharing a positive message about your brand. Getting media coverage is a great way to raise awareness for your company and can help you attract new investors or customers. Before you start sending out news releases and pitching story ideas to reporters, it’s essential to take a step back and define what success looks like for your campaign.

    Many entrepreneurs believe their business idea is so good that it should be in every media outlet. However, this is not a feasible or realistic goal. To have a successful PR campaign, you need to start with strategy and be realistic about what can be accomplished. You need to have messaging that goes beyond describing what problems your business solves. You need to explain why it matters. Additionally, you need to determine how you will measure success.

    The best way to ensure a successful PR campaign is to bring on a trusted PR firm or PR expert to advise your company on the best steps. Beginning with a sound strategy, a PR advisor can map out realistic benchmarks and expectations, and they will have solid media connections to ensure a successful campaign.

    Related: 4 Guiding Principles for Building and Deploying a Great PR Strategy

    Strategy

    When starting a new PR campaign, your company needs to reach the right audience and determine what action that audience takes upon hearing your message. Do you want to increase brand awareness? Drive traffic to your website? Boost sales of a specific product or service? Once you’ve determined your goal, you can start thinking about how best to measure success.

    Identifying your target audience is another critical step. After all, there’s no sense in reaching people who are not interested in what you do. When you know who you’re trying to reach, you can create messaging that resonates with them and pitch story ideas that will capture their attention. You should also have a good idea of which media outlets will reach the most significant number of people in your target audience. A solid PR firm can help determine which publications will be best and likely has ties with them that ensure the timing of your message reaching readers lines up with your goals and overall strategy.

    Your public relations strategy should focus on which journalists and media outlets are most likely to be interested in your story and will reach your target audience. Remember that PR is a long game — it’s not just about getting one story placed in a top-tier publication. A well-executed PR campaign will secure multiple placements in targeted media outlets over time. This will increase your chances of reaching your target audience and achieving your desired business objectives.

    Messaging

    Secondly, what is the best approach for the story? Beyond describing what problems your business solves, do you have messaging explaining why it matters? Your message should be clear, concise and engaging enough that someone who knows nothing about your company will want to read more.

    Your messaging should also address the following questions:

    • Who are you trying to reach?
    • How are you going to help them?
    • Why should they care?

    Answering these questions will help focus your PR efforts and ensure your message resonates with your target audience. Creating targeted messages for different audiences will make it easier for reporters and editors to understand how your company can fit into their stories.

    Related: Why a Good Digital PR Strategy Is So Important

    Evaluation

    How do you determine success? Review your goals from the start of planning your PR campaign. Did you and your PR team or firm set goals or benchmarks for the number of media outlets that run your story? Or the quality of articles written about your business? While coverage in high-profile publications is always nice, it’s not necessarily indicative of a successful PR campaign. Keep your overall strategy in mind and look to it to determine success.

    You can use several different metrics, but the most important thing is to choose ones that align with your overall goal. For example, suppose you’re trying to increase brand awareness. In that case, you might track social media mentions or the number of people who visit your website after seeing an article about your company. Or if boosting sales is your primary objective, then tracking conversion rates would be more appropriate. Once you’ve selected the metrics you’ll use, make sure to establish baseline numbers so you can track progress over time.

    A more effective way to measure success is by looking at whether or not your PR efforts are helping you achieve specific business objectives —such as generating leads, increasing web traffic, or boosting sales. Keep track of metrics such as web traffic referrals from media placements and conversion rates from press mentions to understand better how your PR campaigns are performing. This data can then be used to adjust future campaigns accordingly. If you don’t have specific objectives before launching a PR campaign, it will be difficult to measure its success.

    A successful PR campaign requires strategy, targeted messaging, and evaluation against specific objectives to be truly effective. A successful PR campaign depends on having clear goals, knowing your target audience, and choosing success measures that align with those goals. By planning your campaign strategy and defining what a successful campaign looks like upfront, you’ll be in a much better position to achieve your desired results.

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    Adam Horlock

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  • Should Everyone Be Masking Again?

    Should Everyone Be Masking Again?

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    Winter is here, and so, once more, are mask mandates. After last winter’s crushing Omicron spike, much of America did away with masking requirements. But with cases once again on the rise and other respiratory illnesses such as RSV and influenza wreaking havoc, some scattered institutions have begun reinstating them. On Monday, one of Iowa’s largest health systems reissued its mandate for staff. That same day, the Oakland, California, city council voted unanimously to again require people to mask up in government buildings. A New Jersey school district revived its own mandate, and the Philadelphia school district announced that it would temporarily do the same after winter break.

    The reinstated mandates are by no means widespread, and that seems unlikely to change any time soon. But as we trudge into yet another pandemic winter, they do raise some questions. What role should masking play in winters to come? Is every winter going to be like this? Should we now consider the holiday season … masking season?

    These questions don’t have simple answers. Regardless of what public-health research tells us we should do, we’ve clearly seen throughout the pandemic that limits exist to what Americans will do. Predictably, the few recent mandates have elicited a good deal of aggrievement and derision from the anti-masking set. But even many Americans who diligently masked earlier in the pandemic seem to have lost their appetite for this sort of intervention as the pandemic has eased. In its most recent national survey of health behavior, the COVID States Project found that only about a quarter of Americans still mask when they go out, down from more than 80 percent at its peak. Some steadfast maskers have started feeling awkward: “I have personally felt like I get weird looks now wearing a mask,” Saskia Popescu, an epidemiologist at George Mason University, told me.

    Even so, masking remains one of the best and least obtrusive infection-prevention measures we have at our disposal. We haven’t yet been slammed this winter by another Omicronlike variant, but the pandemic is still here. COVID cases, hospitalizations, and deaths are all rising nationally, possibly the signs of another wave. Kids have been hit especially hard by the unwelcome return of influenza, RSV, and other respiratory viruses. All of this is playing out against the backdrop of low COVID-19-booster uptake, leaving people more vulnerable to death and severe disease if they get infected.

    All of which is to say: If you’re only going to mask for a couple of months of the year, now is a good time. “Should people be masking? Absolutely yes, right now,” Seema Lakdawala, a flu-transmission expert at Emory University, told me. That doesn’t mean masking everywhere all the time. Lakdawala masks at the grocery store, at the office, and while using public transportation, but not when she goes out to dinner or attends parties. Those activities pose a risk of infection, but Lakdawala’s goal is to reduce her risk, not to minimize it at all costs. A strategy that prevents you from enjoying the things you love most is not sustainable.

    Both Lakdawala and Popescu were willing to go so far as to suggest that masking should indeed become a seasonal fixture—just like skiing and snowmen, only potentially lifesaving and politically radioactive. Even before the pandemic, influenza alone killed tens of thousands of Americans every year, and more masking, even if only in certain targeted settings, could go a long way toward reducing the toll. “If we could just say, Hey, from November to February, we should all just mask indoors,” Lakdawala said, that would do a lot of good. “The idea of the unknown and the perpetualness of two years of things coming on and off, and then the confusing CDC county-by-county guideline—it just sort of makes it harder for everybody than if we had a simple message.” Universal mandates or recommendations that people mask at small social gatherings are probably too much to ask, Lakdawala told me. Instead, she favors some limited, seasonal mandates, such as on public transportation or in schools dealing with viral surges.

    David Dowdy, an epidemiologist at the Johns Hopkins Bloomberg School of Public Health, is all for masking season, he told me, but he’d be more hesitant to resort to mandates. “It’s hard to impose mandates without a very strong public-health rationale,” he said, especially in our current, hyperpolarized climate. And although that rationale clearly existed for much of the past two crisis-ridden years, it’s less clear now. “COVID is no longer this public-health emergency, but it’s still killing thousands of people every week, hundreds a day … so it becomes a more challenging balancing act,” Dowdy said.

    Rather than requirements, he favors broad recommendations. The CDC, for instance, could suggest that during flu season, people should consider wearing masks in crowded indoor spaces, the same way it recommends that everyone old enough get a flu shot each year. (Although the agency has hardly updated its “Interim Guidance” on masks and the flu since 2004, Director Rochelle Walensky has encouraged people to mask up this winter.) Another strategy, Dowdy said, could be making masks more accessible to people, so that every time they enter a public indoor space, they have the option of grabbing an N95.

    The course of the pandemic has both demonstrated the efficacy of widespread masking and rendered that strategy so controversial in America as to be virtually impossible. The question now is how to negotiate those two realities. Whatever answer we come up with this year, the question will remain next year, and for years after that. The pandemic will fade, but the coronavirus, like the other surging viruses this winter, will continue to haunt us in one form or another. “These viruses are here,” Lakdawala said. “They’re not going anywhere.”

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    Jacob Stern

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  • Give Your Employees The 3-Point Strategy They Need To Drive Sales

    Give Your Employees The 3-Point Strategy They Need To Drive Sales

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    Opinions expressed by Entrepreneur contributors are their own.

    It’s your employees’ job to motivate buyers, but employees similarly need the right tools to succeed. In today’s competitive environment, a well-written value proposition fills that need.

    What is your value proposition?

    A value proposition isn’t just useless information about your company, products or services. It’s a statement about what outcomes a person or group can expect when working with your company.

    A company’s value proposition is at the core of its business model. It’s a promise the organization makes to its customers regarding the value of its products and/or services. A value proposition should be simple, but powerful and clear. A compelling value proposition strategically examines the factors that influence customer focus, and overall business ambition and sets expectations. It serves both your customers and employees by setting up their expectations. Guiding employees by setting these expectations help ensure they understand your company’s standards and gives them something substantial to aspire to in regard to product quality, service, etc.

    Your value proposition guides your strategy

    A value proposition is a critical component of your strategy rather than just a feature of your marketing plan. It should provide three critical benefits:

    • Functional benefits: This is how your product performs. These benefits tie your offer to the outcome the customer wants.
    • Product attribute benefits: This is what makes your product stand out. These benefits provide a credible point for comparing your offer to competitors’ offers.
    • Personal benefits: These benefits account for emotional connections tied to the purchase decision.

    The most successful value propositions will offer the customer all three types of benefits at once. It is a promise that you plan to offer the buyer a positive experience with a great product or service. It convinces the buyer your product is the best choice for them and appropriately capitalizes on how the buyer feels. For employees, an effective value proposition gives them a better sense of what marketing strategies will be most effective.

    Related: How To Create A High-Performing Strategic Plan

    A strategy with real benefits

    Value propositions examine factors that influence a range of areas, such as customer focus or overall business ambition. So rather than seeing them as a feature of your marketing plan, develop the value proposition as a strategic core for all your operational models (e.g., decision-making, finances and resource prioritization).

    Once you have a clear operational strategy based on your value proposition, it will provide direction for all the interactions your employees have with your customers. It tells your sales representatives exactly who the target market is, what that audience wants to get or achieve and what’s most important for the audience to know about your product or service.

    With this clarity, the sales team can become more efficient and productive. They can reduce operating costs, all while improving customer engagement, segment reach, customer retention, market share, revenue, net profit and market share.

    Take my company, for example. I’m the chief marketing officer (CMO) of an investment management company that has made our value proposition a part of our deeper strategy. Our team recognized most organizations handling exchange-traded funds (ETFs) focus on beating a single financial index. However, we acknowledge that investors have specific, long-term goals and want investment solutions based on those unique objectives. We allow those goals to drive the development of all our products. The approach simultaneously meets investor needs and serves as a differentiator.

    Related: Want to Increase Sales? Think Deeper About What You’re Really Selling

    Determining the need to pivot

    Even when employees have a clear value proposition to offer customers, they’ll only be successful if that value proposition is still in line with current markets. Put your value proposition into context by looking at what’s happening outside your business. Is your industry — or an adjacent one — experiencing big changes? If so, you’ll likely have little choice but to pivot and transform.

    But what does transformation look like? You will either expand your value proposition or create a new one. Most companies will rationally expand their proposition until they have evidence that maintaining their core strategy is no longer safe. If you’re in an industry where digital disruption isn’t immediately emerging, you could probably get away with maintaining your tech infrastructure. If your industry is already adopting new digital options, simply optimizing your work might not be enough.

    Whether expanding your value proposition or starting from scratch, your employees need to understand your changes’ intent and practical application. The more they understand these elements, the easier it will be for them to commit to the shifts in an authentic way that improves customer trust.

    A must-have formula

    Whether you’re drawing up a new strategy or tweaking your current one, the key is to define your position based on the target segment you want to dominate and the value proposition you intend to dominate it with. The following formula can help you establish clarity:

    • Our product is for [target customers; functional] who want to [alternative to the norm or current options; functional].
    • Our product provides [key problem-solving capability; functional] that offers [product attributes; product], allowing you to [key product features; personal].

    A completed version of the formula might read: “Our product is for new parents who want to better understand their baby’s emotional wellbeing. Our product provides AI-based emotional tracking for infants that offers biofeedback analytics, calendar graphing and predictive alerts, allowing you to use a customized dashboard to respond and bond more deeply with your little one.”

    Then, you’ll need to differentiate their value proposition from others to stand out. Find ways to demonstrate that your brand offers something competitors do not. Or, explain how the service or product fulfills a need no other company can.

    Strong value propositions build strong business

    In today’s competitive environment, you have to give your employees the tools that can drive customers to take action. And a well-written value proposition can do that. It does more than just serve as a marketing hook. It directs the business and provides strategic guidance for your entire team. It gives workers insight into your values and goals, offering them direction. The resulting unity and efficiency set your brand apart and enable you not just to respond to customer preferences but to drive them. Keep the value proposition formula offered above in your back pocket so that you’ll adapt well and enjoy smooth sailing no matter where the market winds might blow.

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    David Partain

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  • 4 Guiding Principles for Building and Deploying a Great PR Strategy

    4 Guiding Principles for Building and Deploying a Great PR Strategy

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    Opinions expressed by Entrepreneur contributors are their own.

    Often new companies think about public relations at the moment of the launch and not much after that. However, PR is an ongoing effort that should always be kept alive.

    Public relations is not just about writing good press releases. It’s about building and maintaining durable networks and relationships, providing value for your audience and telling your brand story in the best way possible.

    1. Have a strategy beyond the launch

    The big launch is a big deal, and many new brands devote a lot of effort towards executing a great launch. However, not nearly enough effort is put towards sustaining the hype after the launch. A great PR agency is often more concerned with sustaining a groundswell of support and positively influencing consumer behavior through a steady stream of content and communication to the consumer and the media. This is why working with good PR agencies is essential to develop a solid PR strategy before the launch.

    A winning PR strategy should be holistic. It should demonstrate the quality of the work your company does, highlight the milestones crossed (or projected), measure the results of actions, identify what tasks are yielding more fruit and develop a pathway for growth sustained positive visibility.

    Thinking strategically about PR entails thinking long-term, which is slightly different from thinking tactically. Tactical thinking involves developing a routine of profitable tasks, for instance, posting on social media four times a week, planning a series of blog posts and so on.

    Strategic thinking, on the other hand, is informed by data. Strategies can be formed by understanding what success will look like for your company and then drawing a long-term data-backed plan to get the company from where it is to the desired goal. This is what great PR agencies are proficient at doing.

    Related: 4 Tips to Launch Your First Effective PR Campaign

    2. Don’t just sell — absorb feedback

    A winning PR campaign does more than sell. It focuses on developing a campaign and a message that customers can identify with and get behind. Selling is a consequence of using the right medium to tell the right story to the right audience. Selling is not the focus of PR campaigns, but it is a valuable tool to measure its success.

    A winning public relations strategy welcomes feedback and input from critics, customers and neutrals alike and adapts accordingly to create better results. Most strategies would not be perfect from the start, but the finest PR agencies can adapt the strategy over time to achieve the stated goals. Creating a clear two-way channel of communication between yourself and your audience is an essential part of your PR strategy.

    3. Leverage pre-existing relationships

    For many newer brands, their PR strategy involves trying hard to cultivate important media relationships that would help them in the long term. However, this effort can come off as pushy and may jeopardize the effort to build a strong network.

    One benefit of working with a top-notch PR agency is that they offer you access to their robust networks and relationships. Newer brands often have limited networks in the media or influencer space. This is where agencies can help.

    Relationships are one of the most powerful tools for an effective PR campaign. When relationships have been built on trust and credibility over years of working together, they often introduce your brand to new audiences and spaces and endorse your services with a high level of conviction.

    Related: Why You Need A PR Agency and How to Choose One Wisely

    4. Approach the right platforms with the right story

    What is your brand story? What is it about? Is it appealing enough to convince your audience? More importantly, is it appealing enough to attract relevant media organizations? It is common for new brands to pursue features in the biggest publications, but getting on the right platforms is far more important than getting on the big platforms.

    The job of a great PR agency is to identify where your audience stays and to tailor your brand story to reach them. Telling a bad story to the right audience or telling a great story to the wrong audience would yield minimal results.

    When crafting your brand story, you have to start by defining your brand mission and personality. The mission should be relevant to your audience and society at large. Your story must also be appealing, relatable and consistent across all your touchpoints. Your visuals, banners, colors, fonts and graphics are also great ways to add color to your brand story.

    Brand stories that are not generic and have a unique flavor or direction always stand out. Newer brands require a forensic PR strategy if they are going to penetrate their industries effectively, this may entail hiring an in-house team of PR experts, but more often than not, it entails contracting a well-connected PR agency to help out.

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    Jonathan Jadali

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  • Five Strategies For Creating A Future-Ready Workforce

    Five Strategies For Creating A Future-Ready Workforce

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    What do all winning business strategies have in common? A solid workforce strategy; after all, it takes talent to execute business strategy. A recent PWC report suggests that four forces shape workforce strategy. And each of these forces points directly to one thing–talent management.

    PWC maintains that these four forces—specialization, scarcity, rivalry and humanity —are at the heart of everything a company is and does. And together, they create a framework weaving together business and workforce strategy, culture and technology.

    The Four Forces

    Specialization is understanding current and future talent needs and ensuring the acquisition and development needed to deliver.

    Scarcity is similar as it reflects the lack of, or the competition for, talent and opportunity.

    Rivalry reflects engaging and leveraging talent to increase performance and business success across the industry.

    Humanity is the earnest effort to connect with talent in a way that appeals to humanitarian interests and the greater good.

    If business success boils down to these four forces, all of which focus on talent, what must companies do to create a future-ready workforce?

    They must attract, retain and engage talent.

    Five Strategies for a Future-Ready Workforce

    1. Put employees first. Do this by understanding what they value and want from their work experience. And the best way to know that is by asking–not just once, but repeatedly. Ask candidates while they are interviewing. Ask new employees again during onboarding. Have mentors, managers and colleagues ask of themselves and each other. Doing so shows caring and builds trust, and trust is critical when it comes to employee surveys requesting open and honest feedback. Employees who are practiced at asking and answering questions around values and what they expect from their workplace will find it easier to provide meaningful answers. And, with feedback, leaders can strategize on delivering meaningful responses that connect with employee values.
    2. Invest in talent. Building on understanding what an employee wants from their work experience means understanding how they want to develop personally and professionally. The PWC report suggests leaders create paths for relevant learning and development. Know how to identify candidates without bias for upskilling. Finally, PWC suggests knowing how to organize, structure and incentivize an increasingly specialized workforce to come together and deliver better customer experiences, higher productivity and other outcomes that matter.
    3. Ensure diversity, equity and inclusion (DEI) to enhance a culture more conducive to belonging. DEI are created when a company takes mindful, deliberate actions. It’s the collective result of proactive, authentic measures over time that creates an environment welcoming everyones’ contribution. However, belonging is different because a company cannot create it. The individual must experience it. In other words, belonging is an internal response to an external environment. PWC writes that if you make your workforce more diverse and inclusive—across all elements of the human experience and identity—you help society while helping address two of the four forces: the challenges of specialization and scarcity.
    4. Helping employees see how their work contributes to business success. PWC writes that “humanity requires you to think deeply about your company’s culture, with a view to connecting (or reconnecting) people with your organization’s purpose and making clear to them how they may tangibly contribute to it. When the company’s purpose resonates with people, and they see clearly how they further it, not only are they more likely to stay (which could help with any of the other three forces), but they tend to be more engaged—and productive.” This is especially important for individual contributors and employees who are not direct-facing with the customer.
    5. Reward performance, innovation, teamwork and constructive pushback. Yes, reward constructive pushback because that’s how companies avoid mistakes such as investing in the wrong software or chasing a business objective based on a flawed process. Pushback is preventative–even though it can be painful. In inclusive organizations, employees will be more forthcoming. Once you recognize and reward constructive pushback, especially when the input results in better people and business outcomes, it must be rewarded. The reward is a great incentive; good leaders should always consider how best to recognize and reward their people.

    Keeping people strategies top of mind in this ever-changing workspace will help ensure business success. Understanding key workplace demographics is an integral part of the process, and that often falls onto HR and the DEI staff to keep leaders informed. According to PWC, demographic trends help determine how scarce or plentiful workers are—and have substantial economic and social implications. It seems obvious, but how many leaders understand that, for example, the largest talent pool can be found in ages 65 and older? And, that a large percentage of more senior talent want and need to work?

    Understanding demographic trends like this, combined with authentic actions company leaders take to put employees first, will help circumvent the challenges presented by the four forces of specialization, scarcity, rivalry and humanity. More importantly, doing so will position a company for a future-ready workforce.

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    Sheila Callaham, Contributor

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  • U.S. Cuts Pacific Airpower Presence As China’s Military Grows

    U.S. Cuts Pacific Airpower Presence As China’s Military Grows

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    The United States broadcast contradictory messages last week, perplexing allies and potential adversaries alike. The U.S. Air Force announced that it was withdrawing F-15C/D air-superiority fighter aircraft from Kadena Air Base in Okinawa, Japan, after 43 years on station. They will not be backfilled anytime soon with permanently assigned fighter aircraft. The day prior, the U.S. released its new National Defense Strategy, which highlights China as the “pacing challenge” to U.S. defense capability.

    The cause of the apparent discrepancy between the new defense strategy and reductions of U.S. forces in the Pacific traces back to a series of poor decisions made by Presidents, Congress, and Department of Defense (DOD) leaders over the past three decades. Those decisions consistently underfunded the Air Force and cut its fighter force structure without buying enough replacements. For the past 30 years, the nation has invested less in its Air Force than in its Army or Navy. As a consequence, the Air Force is now the oldest, smallest, and least ready it has ever been in its 75 year history. Further confirmation of the impact of these decisions is the blaring alarm contained in the recent Heritage Foundation annual report that evaluates the readiness, capability, and capacity of the U.S. armed services. It reduced the rating of the Air Force from “weak” last year to “very weak” this year.

    The Air Force has consistently said it is not sized to meet the mission demands placed on it by the various U.S. combatant commands. A 2018 study—the Air Force we need—showed a 24 percent deficit in Air Force capacity to meet the needs of the National Defense Strategy. Those conclusions remain valid, except demand is even higher today given world events, and the Air Force is now smaller than it was in 2018.

    DOD will implement the stopgap measure of rotating fighter aircraft through Kadena Air Base, but that option has several downsides. It will stress those aircraft, their pilots, and their maintenance personnel exactly at a time when pilot retention is a serious problem. It also deprives other regional combatant commands of advanced fighter aircraft at a time when demand for them is very high. For example, F-22s from a location that would source fighters to rotate to Kadena are now deployed in Europe to deter Russia.

    Withdrawing the permanent presence of two F-15C/D squadrons from the Pacific is the inevitable result of decisions that slashed investment in successor aircraft. The original inventory objective of 750 F-22 stealth fighters, planned in the early 1990s, was cut to a validated requirement of 381 in 2000. But the program was prematurely ended in 2009 at just 187 airframes—less than half the validated requirement—a short-sighted decision by then Secretary of Defense Robert Gates who stated that he did not see China as a threat.

    Without enough F-22s to replace the aging F-15C/D force and accomplish other missions, the F-15C/Ds were extended well beyond their original design lifetime. The first flight of the F-15 was 50 years ago in 1972.

    Now, 13 years after Secretary Gates made his disastrous decision, the F-15C/Ds are structurally exhausted. The Air Force is no longer training new active-duty F-15C/D pilots. Kadena-based F-15 pilots are the only active-duty F-15 pilots remaining, and they cannot stay there beyond a normal tour length without inhibiting their career progression. The Air Force has been put in a position that it has to sunset the active duty F-15C/D force.

    The force structure shortfall in the Air Force is also due to a significantly reduced F-35 production rate that never materialized. The F-35 purchase rate has simply not scaled as required—in fact, production has significantly dropped from what was originally planned due to a variety of circumstances.

    The new F-15EX—an advanced, evolutionary version of the original F-15—is years away from the operational volumes necessary to fill squadron-level requirements. The next generation air dominance aircraft—the F-22 follow-on—will not see operational service until sometime after 2030. Future collaborative combat aircraft—advanced, autonomous, uninhabited aerial vehicles—are still largely conceptual, and perhaps a decade away.

    Compounding the Air Force’s aircraft capacity challenges, its future year’s budget plan eliminates about 1,000 more aircraft than it buys over the next five years. That will create an even smaller, older, and less ready force. The reason for a plan with significant additional aircraft reductions? The administration and the Congress are not funding what is required to meet the force structure needs of the National Defense Strategy. So, without the resources to fund the force it needs, the Air Force is doing the only thing it can—divest current force structure to free up funds to invest in future requirements.

    The new National Defense Strategy focuses on a concept called “integrated deterrence,” but it does not offer any force-sizing construct for defining the forces required to achieve the U.S. goal of deterring China, Russia, and other adversaries, or winning if deterrence fails. Instead, it appears to be counting on allies to compensate for the U.S. decline in military capacity and capability. While allies and partners are absolutely essential to deter, and if necessary, defeat our adversaries, only the U.S. can provide the sufficiency of forces necessary to succeed in accomplishing those objectives.

    The United States must buy fighter aircraft capacity now at a rate high enough to reverse the decline in fighter force structure, the decline that forced the Air Force’s hand at Kadena today. That number is a minimum of 72 new fighters per year, compared to the 57 in the administration’s fiscal 2023 Air Force budget request. Nor is this just about fighters, with circumstances just as bad with bombers and other key mission areas. The alternative is to accept increased risk with declining forces yielding insufficient capability and capacity to execute that new national defense strategy that is so reliant on deterrence. Without the forces to assure a decisive and overwhelming victory if forced to fight, deterrence is only an aspiration—not a reality.

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    Dave Deptula, Contributor

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  • The Institute for Industrial Policy Studies (IPS), Swiss Franklin University Taylor Institute and UNITAR Jointly Announce National Competitiveness 2019-2020 Rankings

    The Institute for Industrial Policy Studies (IPS), Swiss Franklin University Taylor Institute and UNITAR Jointly Announce National Competitiveness 2019-2020 Rankings

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    SEOUL, South Korea, September 30, 2020 (Newswire.com)
    –
    ​​​​​​​​​​​​Korea’s national competitiveness will rise to the top 10 in the world if it adopts a differentiation strategy.

    “Korea’s national competitiveness currently ranked 26th in 2020 may rise to 10th place or fall to 38th among 62 countries in the world, depending on the national strategy chosen by the government and businesses.” (IPS National Competitiveness Research 2019-2020) This is the result of the “IPS National Competitiveness Research 2019-2020,” which was announced simultaneously in Switzerland at 10 a.m. (Central European Time) and Korea at 5 p.m. (Korea Standard Time) on September 24. (see Table 1).

    Specifically, Korea’s national competitiveness, which ranks 26th with no strategy, will fall to 38th if it takes a low-cost strategy, while it will rise to 10th if it takes a differentiation strategy. The difference in rankings shows that Korea’s competitiveness declines if it uses strategies that do not meet the changing environment and internal conditions, but there is room for drastic improvement in national competitiveness if it uses effective strategies. The report confirmed that it is effective to focus on high-quality products rather than low-cost ones to enhance the competitiveness of Korea.

    The Meaning of National Competitiveness Ranking and Research Institutions

    Of the three institutions that report national competitiveness, International Institute for Management Development (IMD) and World Economic Forum (WEF) in Switzerland announce only one type of rankings, while IPS publishes rankings in three different scenarios, depending on whether the country’s government and businesses pursue a differentiation strategy, no strategy, or cost strategy.

    IMD is a Swiss business school that views national competitiveness as a good business environment for global companies to invest in. On the other hand, WEF is a research institute that hosts the Davos Forum and views national competitiveness as the industry productivity of individual countries. Therefore, in the IMD 2000 report, Malaysia’s ranking (27th) is higher than that of Japan (34th) among 63 countries as Malaysia has better investment environment than Japan, while Korea ranked 23rd. On the other hand, the WEF 2000 reported that Japan, which was highly productive, ranked 6th among 141 countries, far higher than Malaysia’s 27th, while Korea ranked 13th.

    The IPS National Competitiveness Report is jointly released by three institutions in Switzerland and South Korea. The UN Institute for Training and Research (UNTAR) in Geneva, Switzerland, the Taylor Institute of Franklin University Switzerland in Lugano, and the Institute for Policy and Strategy on National Competitiveness (IPSNC) have collaborated since this year. Unlike IMD and WEF, which compare only the current conditions of each country, IPS derives the national competitiveness rankings by applying different competitive strategies of the country’s government and businesses to the current conditions. Competitive strategies include low cost strategy and differentiation strategy. A low cost strategy refers to a strategy that pursues low cost and low quality, while a differentiation strategy pursues high cost and high quality.

    Korea’s strong areas of competitiveness are demand conditions, related industries, entrepreneurs, and professionals

    IPS uses the “9-factor model” consisting of four physical factors and four human factors, and a chance event as the theory of determining national competitiveness.

    Korea ranked 26th this year when considering only the current situations with no strategy. Specifically, among the physical factors, demand conditions (11th) and related industries (17th) ranked relatively high, business context (32nd) is in the middle, and production conditions (53rd) are low. Among the human factors, entrepreneurs (21st) and professionals (19th) ranked relatively high, politicians and bureaucrats (24th) are in the middle, and workers (44th) are low. (see Figure 1).

    Looking at the ranking changes in the eight factors compared to last year, demand conditions (+5), related industries (+3), entrepreneurs (+8), and professionals (+3), which are relatively strong areas, all showed a rise in ranking, while factor conditions (-2) and workers (-24), which are relatively weak areas, all showed a downward trend. Thus, Korea is a country where the areas of strength are strengthened and the areas of weaknesses are weakened. Countries with such competitiveness structure can be very successful when applying a differentiation strategy.

    Two efforts must be made for Korea to be included in the top 10 in the future. The first is the physical and human factors. Specifically, Korea should further enhance the competitiveness of demand conditions and related industries among physical factors, and professionals and entrepreneurs among human factors. In particular, in the case of related industries, Korea has a competitive edge in the industrial infrastructure such as transportation and telecommunications, but is relatively behind in living infrastructure, which measures the quality of life. Living infrastructure is an important determinant, especially for attracting multinational corporations and global talents. On the other hand, as for entrepreneurs and professionals, a good social context is required to enable high-quality entrepreneurs and professionals to work efficiently as well as to enhance their personal competences. The second is the choice of national strategy, which requires the government and businesses to adopt a more differentiated strategy. Korea can go up to 10th place if it uses an appropriate differentiation strategy within the current competitive structure. Hence, if Korean combines the improved physical and human factors with an appropriate differentiation strategy, it can be positioned in the higher ranking of the top 10 list.

    Professor CHO Dong-sung, a joint researcher (IPS Chairman and Professor Emeritus of Seoul National University) said, “Factors that play an important role in an early stage of a country’s economic development are factor conditions and workers, and the appropriate national strategy should be low cost strategies. However, as the national economy matures, key factors and national strategies should change accordingly.” He then said, “Although Korea has become an advanced country, it should develop more advanced demand conditions and professionals, and pursue differentiation strategies to further enhance its national competitiveness.”

    Professor MOON Hwy-chang, a joint researcher (IPSNC Chairman and Professor Emeritus of Seoul National University), mentioned “Many predict that some multinational corporations (MNCs) will leave China and reshore in their home countries due to the COVID-19 pandemic and the ongoing trade war between the United States and China. However, MNCs including Korean firms are diversifying their investments into India and Southeast Asia, generally countries around China. Given such a situation, unless Korea’s domestic business environment improves, not only will Korean MNCs be less likely to make a U-turn, but Korea-based foreign firms will also be increasingly likely to go abroad.” He stressed the importance of attracting investment from MNCs to Korea by improving the business environment for strengthening national competitiveness.​

    Changes in the Rankings of the Top 10

    Canada, Denmark, and Singapore ranked in the Top 3 of the overall ranking for the 2019-2020 National Competitiveness Research. In particular, Canada topped the list again as it did in the previous year, while the Netherlands and Hong Kong SAR (hereafter Hong Kong) showed a relatively large fluctuation in their rankings compared to other countries. The Netherlands (ranked 7th) jumped up five places to enter the Top 10 this year. This was mainly due to Brexit as a growing number of companies have been shifting their overseas direct investment target from the United Kingdom to the Netherlands, much to its benefit. Hong Kong, on the other hand, dropped by four places and ranked 9th place. Hong Kong’s prolonged political protests have dealt a severe blow to its overall economy, leading to a drop from the upper ranking to the middle-low ranking in the Top 10.

    Variation of Regional Ranking

    According to the national average ranking by region and the average change in ranking compared to the previous year, the average ranking in Europe, where developed countries are mostly concentrated, is the highest by region at 26th, up 0.6 step from last year, making it the only region with a rise in the ranking among the four regions. On the other hand, Asia and Oceania ranked 29th on average, down 1.2 step from last year, America 40th on average, down 0.08 step from last year, and Africa 53rd on average, down 1.2 step from last year (see Table 2).

    Media Contact:
    The Institute for Industrial Policy Studies
    Research Fellow
    Kim, Jae-eun
    Phone: 82-2-360-0771
    Email: jekim@ips.or.kr

    Source: The Institute for Industrial Policy Studies

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  • Jame Cofran Named President of THRUUE, Inc.

    Jame Cofran Named President of THRUUE, Inc.

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    Business development and consulting leader will play critical role as culture and strategy consultancy grows.

    Press Release
    –


    updated: Jan 16, 2018


    WASHINGTON, January 16, 2018 (Newswire.com)
    –
    Business development and consulting leader will play critical role as culture and strategy consultancy grows.

    THRUUE is pleased to announce that Jame Cofran, a business development and consulting executive, has been named president of THRUUE, Inc., as of Jan. 1.

    I feel fortunate to have experienced the increased level of performance that results from building a culture that is fully aligned with an organization’s strategy. I am delighted to join the THRUUE team and help CEOs and their leadership teams benefit from closing their culture gaps.

    Jame Cofran, President

    Cofran was recently the chief marketing officer and senior vice president of business development of CGI Group Inc., a global IT and business consulting services firm. From 2004 to 2016, he was part of a team that helped CGI grow from $3B in annual revenues primarily from Canada to $11B in annual revenues from more than 40 countries.

    “I feel fortunate to have experienced the increased level of performance that results from building a culture that is fully aligned with an organization’s strategy,” Cofran said. “I am delighted to join the THRUUE team and help CEOs and their leadership teams benefit from closing their culture gaps.”

    Earlier in his career, Cofran was founder and CEO of a digital credit services company and held numerous positions at American Management Systems. He is a proven innovator and holds multiple patents for digital transformation of business processes. He transitions to his role as THRUUE president from serving as principal of IntelliVen, a management consulting company that helps match executive talent with emerging businesses and provides support to help companies grow and thrive.

    “Jame is an outstanding addition to our leadership team,” THRUUE CEO and founder Daniel Forrester said. “He joins at the right moment as leaders across the country learn that intentional evolution in corporate culture is often the key to successful strategy implementation.”

    Cofran will be based in Washington D.C. and responsible for day-to-day operations and client satisfaction.

    “Jame has been integral to IntelliVen helping early stage ventures get on track to reach their potential. As THRUUE president Jame steps up to do the same for large, mature organizations that realize getting culture right is the best way to implement strategy,” said Peter DiGiammarino, IntelliVen CEO and THRUUE board chairman. “He’s a proven leader with a great record.”

    ABOUT THRUUE: THRUUE is an expert consultancy helping CEOs and their leadership teams close the gap between their organization’s strategy and its culture.

    Contact: Emily Paquin, emily@thruue.com

    Source: THRUUE Inc

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  • Trisotech Named Among 10 Best Performing BPM Solution Providers by Insights Success Magazine

    Trisotech Named Among 10 Best Performing BPM Solution Providers by Insights Success Magazine

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    Press Release
    –


    updated: Nov 9, 2017


    MONTREAL, November 9, 2017 (Newswire.com)
    –
    Trisotech (http://www.trisotech.com) today announced that Insights Success Magazine has named it among the 10 Best Performing BPM Solution Providers of 2017.

    Insights Success Magazine presents each year the most innovative and unique companies, highlighting the ones who are bringing revolution to the world of BPM technology. This year, Trisotech is rewarded for: its unique integration of the three leading standards for process improvement, its innovative bridge between strategy and operations and its leading-edge Decision Management solution. This particular list of the magazine rewards companies offering solutions that meet the demands of savvy customers. It acknowledges that “to meet and exceed the requirements of consumers, the need for genuine and trustworthy solution providers with world-class services and products is tremendous.” Trisotech has been selected as one the few solution providers that can both innovate in product development and fulfill the needs of its clients.

    One of the main elements that distinguished Trisotech from other solution providers is its ability to shift focus from a business-centric to a customer-centric thinking. “Trisotech believes that Digital Transformation is a strategy and that value creation and benefits to customers should shape that strategy. Trisotech, with its Digital Enterprise Suite, is helping organizations of all scales to reinvent their business model from strategy to operations and to become more agile in delivering and improving the customer experience,” says the publication.

    In addition, the magazine highlights Trisotech’s international presence and growth, allowing organizations all around the world to benefit from its unique solution. “Trisotech is on a continuous path to expand its organization and customer support across the globe and to provide an ever-growing set of tools to enable business people and IT people alike to define and control organizational transformations.”

    About Trisotech

    Trisotech is a global leader in digital enterprise transformation solutions, offering innovative and easy-to-use software tools that allow customers to visualize, innovate, transform and improve their digital enterprise processes and business decisions. Trisotech customers use The Digital Enterprise Suite to provide new and revolutionary ways for their knowledge workers to collaborate and succeed in an increasingly global, connected and competitive world. Trisotech products are providing digital transformation help to communications, agriculture, manufacturing, financial, healthcare, insurance, energy, distribution, government, and many other types of organizations.

    Trisotech is a privately held company.

    Website: http://www.trisotech.com

    About Insights Success Magazine

    Insights Success is the Best Business Magazine in the world for enterprises. Being a platform, it focuses distinctively on emerging as well as leading fastest-growing companies, their confrontational style of doing business and way of delivering effective and collaborative solutions to strengthen market share. Here, we talk about leader’s viewpoints and ideas, latest products/services, etc. Insights Success magazine reaches out to all the “C” Level professional, VPs, Consultants, VCs, Managers and HRs of various industries.

    Website: http://www.insightssuccess.com

    For information
    Jonathan L’Ecuyer
    Marketing Manager
    Trisotech
    514 990-6639 ext. 501

    All registered trademarks are the property of their respective owners.

    Source: Trisotech

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