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The Growth Process for a great !

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Why does leaving a good legacy often require both good and bad experiences? Share your thoughts freely:_______________________

When your clients feel you’re risky, you are likely leaving an enormous amount of money on the table. Follow this podcast to project solid confidence to your clients!

Mobile App Marketing Trends That Will Make It Big in 2020 44% - The amount of moving on to a digital-first approach 66% - The amount of global CEOs starting to focus on

Mobile App Marketing Trends That Will Make It Big in 2020

RT : It should be clear enough to anybody that, in order to have a successful business, you need to be first sure that you have a good driving idea behind that business.

It should be clear enough to anybody that, in order to have a successful business, you need to be first sure that you have a good driving idea behind that business.

We had a great time last night at the ScaleUp Insititute reception talking to a range of innovative and ambitious SMEs about their scale-up plans – at National Gallery

Duke Energy spreads their mission, vision, and strategy for everyone to see in their building. How does your organization convey what it does and where it’s going to the employees of the company?

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Digital Corsel is one among the various Digital marketing companies in Bangalore providing marketing services to various line of business. We prepare strategy based on their nature of business and target audience to generate quality leads

anonymous asked:

Hi! I remembered a while back ago that you mentioned working in corporate strategy in Life Science/Health. What resources did you use to keep up to date with the fields? Was there a lot of scientists turned consultants in the field or the same as any other field of consulting?

The news from time to time, but otherwise, most skills in consulting are learned on the job through working with your seniors (senior consultants, managers, senior managers, engagement manager/partner/director). The firm has all the institutional knowledge you need from consulting frameworks to past engagements to use for current projects. You don’t need to keep up to date with the fields unless the project specifies a certain topic you need to quickly read up on in which case they’ll give you the materials to absorb before arriving at the client site so you can show up as the ‘expert’.

No, there weren’t a lot of scientists turned consultants in the field. People who choose to become scientists are subject matter experts in their field but they tend to have a narrow view of the business and a very specific set of skills. Being a researcher that works with chemicals and materials to make new medications is completely different than building corporate strategy to run the pharmaceutical company. They tend to struggle with high-level business requirements such as seeing the big picture and they tend to dislike the client management/socializing/politicking side of consulting (disclaimer for people triggered by generalizations: not always). We get more pre-med majors turned consultants.

Sell the problem you solve... not the product. (VIDEO)

🗞 Sell the problem you solve… not the product. (VIDEO) ⁣⁣ ⁣⁣ ➡️@ROIOverload ⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣⁣ ➡️

LinkedIn Article –

Too many sales reps sell based on solving operational pain points.

These pain points may be very real and problematic.

Here’s the issue.

Executive decision makers don’t usually have the same operational pain points that independent business units have.

Sell to business objectives, financial or other high level pain points to executives while tailoring your feature / operational pain points solved to business unit leaders.

The one size fits all approach, doesn’t fit anything

Tailor your approach and know who you’re speaking to.


Agree? Disagree?

Scott Douglas Clary, MBA

#sales #marketing #socialmedia #business #linkedin #digitalmarleting #salesstrategy

As if gaslighting itself isn’t bad enough.

It got internalised in me and now some simulacra version of my mom in my head gaslights me even though she’s not around.

How Travel Businesses Can Give Travellers What They Want: Sustainability

My last article on Forbes is on pragmatic steps tourism companies can do to meet market demand for sustainability.

I’ve been doing research into trends for travel businesses, going through hundreds of reports and data from multiple international sources. I’ve compiled it into pragmatic, executable ideas for businesses, because I could find lots of high-level strategic advice, but no specific and concrete tips.

The inspiration for the research was a talk I recently gave at Norwegian Digital Travel conference where business attendees where asking for practical tips, rather than abstract trends that are expensive and impossible to action, such as “more AI”.

The realities are that many travel operators are small to medium sized businesses, and they have limited ressources to put into a transition to sustainably - regardless of how important they know it is.

You can read the piece on Forbes here. There is no paywall. 


Abbiamo pensato a forme che potessero evocare la circolarità e la struttura ad anelli di Milano.
Abbiamo valutato e proposto vari colori, e alla fine ocra e blu petrolio hanno vinto.
Abbiamo studiato mappe, letto dati, sistemato infografiche, pensato a font da utilizzare.
Abbiamo discusso sulla posizione dei titoli, degli anni, dei paragrafi, dei capitoli.

Oggi, orgogliosi e felici, partecipiamo a Palazzo Marino alla presentazione dell’Osservatorio Milano 2019, di cui abbiamo curato l’intero progetto grafico!

The British failed to appreciate that their options were better than a dog’s. Having identified the potential threat posed by Hitler, they had four to choose from: acquiescence, retaliation, deterrence or pre-emption.

Acquiescence meant hoping for the best, trusting that Hitler’s protestations of goodwill towards the British Empire were sincere, and letting him have his wicked way with Eastern Europe. Until the end of 1938 this was the core of British policy. The second option was retaliation – that is to say, reacting to offensive action by Hitler against Britain or her chosen allies; this was Britain’s policy in 1939 and 1940. The defects of those two options are obvious. Since Hitler was not in fact to be trusted, acquiescence gave him several years in which to enlarge Germany and her armaments. Electing to retaliate against him when he attacked Poland was still worse, since this left the timing of the war in the hands of the German and Polish governments.

The British also tried deterrence, the third option, but their concept was fatally flawed. Fearful as they were of aerial bombardment, they elected to build bombers of their own, with a range sufficient to reach the biggest German cities. Hitler was undeterred. A far more credible deterrent would have been an alliance with the Soviet Union, but that option was effectively rejected in 1939 and had to be thrust upon Britain by Hitler himself in 1941. Thus, the only one of the options that was never seriously contemplated was pre-emption – in other words, an early move to nip in the bud the threat posed by Hitler’s Germany. As we shall see, the tragedy of the Second World War is that, had this been tried, it would almost certainly have succeeded.

—  Ferguson, The War of the World