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Brightstar Intro

Transcript: March 7th, 2018 Intro to Brightstar Abby Ford What? What? A GROWTH INITIATIVE FOCUS AREAS FOCUS AREAS Technology Growth Infrastructure Marketing Our Purpose Brainstorming WHERE WE ARE THE BEST? WHERE WE ARE THE BEST Our People Our Resources Our Big Goals Why? Why? SALES HISTORY Sales History 2012 3.9M 2013 2016 2017 Sales Growth 2014 2015 4.1M 4M 3.9M 2011 2010 2009 2.8M 3.2M 2.5M 2.6M 1.5M SWOT Strengths Weaknesses SWOT Opportunities Threats Our People NetSuite Paul Clark Personal Growth Complacency Not Changing At All Not Using Technology Functioning Autonomously Bigger Territories from Vendors More Product lines from Vendors Realization Stagnant Growth Break the 5M Barrier Employ More People Disunity Idea Implementation Leadership Effecient Processes Proper Role Understandings Lack of Measurements/KPIs Innovative Ideas Financial Resources Online Presence Ignoring customers desires YOU YOU Happiness Charities Children Grandchildren Local Schools Customers Consumers Churches Your Spouse Your Family End Users Vendors Hundreds of thousands of people are impacted because Upstate exists! Who would it hurt if Upstate decided not to make an effort to change? Personal development Community Income How? TIMELINE #1 #2 #3 #4 How? NetSuite The Machine Implement Goals NETSUITE NETSUITE #1 #2 #3 CUSTOMER SERVICE CLOUD-BASED REAL-TIME DATA ACCESS SPECIFICALLY DESIGNED FOR DISTRIBUTION THE MACHINE Looking at sales through a new lens Sales Process Engineering Division of Labor & Becoming Specialist IMPLEMENT Implementation Nov17-Apr18 AHTD NOV17 Hired Paul Bought NetSuite Brightstar was born Hired Frannie NetSuite GO LIVE Brightstar Intro Profile XT Studying The Machine Lanes Core Values Head shots APR18 DEC17 JAN18 MAR18 FEB18 GOALS 2018 5.5M 2020 8M 2022 10M 2024 NOW Goals & Growth Strategies 4.5M Grow Inside Team (min. 2 ppl) Dodge Distributor Double Customer Base Grow Vendor Relationships Double our Employee Count (10-20) Leading PT & Electrical Dist in the Upstate Geographical Growth Outgrow Building Make a large community impact Increase Cust. Base 20% E-Comm Marketing Sales & Data Analytics Team Full Siemens Line Dist. Data Analytics Who? Who? NetSuite's Role Based Software Understanding Each Other Understanding Each Other Profile XT For New Employees Profile XT : Pace, Assertiveness, Sociability, Conformity, Outlook, Decisiveness, Accomodation, Independence, Judgement Lanes Lanes

BrightStar Retention Presentation

Transcript: STRATEGY RETENTION 11/12/18 STRATEGY PLANNING SUMMARY Here at BrightStar Care Lansing we have a limited number of applicants in the small community of Lansing that are interested in patient care and have the experience/qualifications. We should focus on retaining and bolstering training for individuals that already work for us. SUMMARY SWOT Analysis STRENGTHS We will end up spending less time on training and new hire introductions which improves our client rapport. Clients will be used to seeing the same faces which in a lot of cases is better. This will help us spread out through recommendation and improve our client / employee relations. WEAKNESSES There is no real weakness in keeping our existing employees! In actuality the process suggested may help us weed out unmotivated employees! OPPORTUNITIES Through this system we hope to have much longer employment times, more trained employees, less missed shifts, less disciplinary meetings, and a healthier work ethic overall! THREATS Could motivate the wrong employees. FOCUS AREA 1 The Issue THE PROBLEM THE PROBLEM Our employees are getting hired and then getting disciplinary meetings or quitting at an alarming rate. This creates a problem where we are paying for background checks and potentially losing someone in the next week because of scheduling conflicts or inexperience with our clients or even frustration. This happens with a majority of our employees to the point where we barely have anyone that fits our job requirements left to hire. In short we spend (x) amount of money on new hires a week and we are constantly disciplining/firing our existing employees for what should be basic work ethic. FOCUS AREA 2 FOCUS AREA 2 THE PLAN THE PLAN Seeing that this is a common problem in patient care why not try a different approach and create a budget toward incentives to offer for existing employees. Including: -$40-50 for every 10 consecutive shifts worked without incident/bad report from clients. -Expanding on Gas card rewards, approach businesses (restaurants, bowling alleys, etc.) and talk about potential discounts/offers -More employee appreciation events (spare time gathering, movie tickets, etc.) -Rewards for who picks up most shits during week $20 + 1st incentive of hitting 10 consecutive shift mark. -Provide BrightStar gear for the winter for (x) amount of shifts worked (fleece coats, hats, etc.) is also advertising for us. Plan for this budget to come out of existing funds that we spend on the new hire process of background checks that range $30-50 per person Average hire rate a week is 4-6 people ($120-$300) THE TIMELINE THE TIMELINE Introduction Introduction - Productivity - Rewards - Repeat Having this system start December 1st will encourage up working through the weekend and many employees will have the chance to receive a reward just in time for the holiday season! Productivity Rewards Repeat FOCUS AREA 3 FOCUS AREA 3 Our employees that have previously expressed that they have no free time to pick up shifts have been seen in the past picking up shifts for the chance at $100 potluck. I feel that setting guidelines and having a sure outcome to receive a reward will keep up motivation. This system of concentrated rewarding makes sure that our less desired/unmotivated caregivers wont receive these rewards. Evidence Evidence The Future The hopes of this project include: -Much longer employment -Less missed shifts -Less disciplinary -Healthier work ethic I think that this will be very important with the oncoming winter and holiday season. Encouraging people to come in for more shifts to make more Christmas money and gain outings instead of calling off because of bad weather conditions. We will also get to be more selective in our selection process when hiring employees. Hopes THANK YOU! END

Keats & Brightstar

Transcript: Keats & Brightstar Michael Seimenis Transience Of Life Transience Of Life Mortality vs Immortality Brightstar represents this through the use of nature and beauty. Keats represents this through the struggles and confusion in reality vs unreal Physical vs Metaphysical Love Both writers use love to represent different aspects of transience. Context Extremely important in understanding the perceptions of ideas within the film and poems. Influenced by past and current experiences Explains differences in both writers representation of ideas. Context Brightstar Brightstar Uses nature and beauty to represent and highlight mortality throughout the entirety of the film. Foreshadows mortality in not only life, but also within love itself. Butterflies scene Represent Fanny’s love for Keats Also represent mortality via short life span Butterflies Scene Brightstar Poem Desolate, snowy forest represents the loss that has taken place Highlights mortality throughout the film to put an emphasis on impermanence. Brightstar Poem Desolate Forest Context Context Turmoil and difficult challenges to overcome in personal life. Give insight into the reality of mortality. Ode to a Grecian Urn Keats is envious of the urns ability to express immortal love Personal struggle with mortality Beauty and the truth both are immune to the transience of life. Keats Ode To a Nightingale The song of the nightingale allows for the bird to escape the transience of time Desire to get away from the mortal troubles that the nightingale will never have to experience. Ode To a Nightingale Love Ode to a Grecian Urn highlights that through immortality, you lose the ability to love. Campion using love and emotion to express Fanny’s mortality and transient life. Love

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