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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

Background Presentation

Transcript: Death rate 2012: 12.84 deaths/1,000 population (World ranking: 22) Infant (Child Mortality) Total: 79.02 deaths/1,000 live births (world ranking: 10) HIV/AIDS (2) Appropriate Technology Landlocked country Great African Rift Valley system: East – Lake Malawi South – mountains, tropical palm-lined beaches Mainly a large plateau, with some hills Lake Malawi (Lake Nyasa) Almost 1 million people have AIDS 60% of these are female Declining in urban areas, Rising in rural areas Leading cause of death amongst adults Contributes to the low life expectancy: 54.2 years 209th ranking (One of the lowest) 500,000 children have been orphaned due to AIDs Micro-finance Policy Framework and Strategies (Health SWAp) increasing the availability and accessibility of antenatal services; utilization of skilled health personnel during pregnancy, childbirth and postnatal period at all levels of the health system; strengthening the capacity of individuals and institutions to improve maternal and neonatal health; increasing the number of skilled health personnel; constructing and upgrading health facilities to offer essential health services particularly focusing on rural and underserved areas; and provision of ARVs and micronutrients during pregnancy. Geography of Malawi CCST 9004 Appropriate Technology for the Developing World Indicator 3: Literacy Rate of 15 – 24 year-olds According to the World Bank, microfinance is defined as: Microfinance is the provision of financial services to the entrepreneurial poor.This definition has two important features:it emphasizes a range of financial services—not just credit— and it emphasizes the entrepreneurial poor. Goal 2: Achieve Universal Primary Education Appropriate Technology: SIRDAMAIZE 113 Population: 16,777,547 (estimated in July 2013) Population growth rate: 2.758% (2012 est.) (World ranking: 18) Age structure Children: 50% of total population HIV/AIDS Human Resources Education Poverty Food Insecurity Erratic Rainfall Patterns/Droughts Corruption Lack of Foreign Investment Languages Indicator 5: Proportion of seats held by women in National Parliaments Central Region: 1-9 (Yellow) *Capital: Lilongwe Northern Region: 10-15 (Red) Southern Region: 16-27 (Green) Lake Malawi (Blue) Land surface area 45,747 square miles Challenges: · shortage of qualified primary school teachers; · inadequate physical infrastructure; · poor retention of girls mainly from standard five to eight; · high disease burden due to HIV and AIDS consequently leadinto absenteeism, especially among girls who take care of the sick · Poverty levels are high in rural areas. Malawi – Climate/Agriculture Trading partners: South Africa, Zambia, China, US Challenges: · shortage of qualified primary school teachers; · inadequate physical infrastructure; · poor retention of girls mainly from standard five to eight; · high disease burden due to HIV and AIDS consequently leading to absenteeism especially among girls who take care of the sick; and · poor participation of school committees and their communities in school management. · Poverty levels are high in rural areas. 1 Doctor per 50,000 people Hinders the ability to deliver medical services to people in need Reason: Emigration Lack of access to education Aggravated by AIDS > 4 nurses are lost each month This also affects other sectors: Government Business Farmers Human Resources HIV/AIDS - Contemporary GDP: US $14.58 billion (2012 est.) (World ranking: 142) Labor force: agriculture: 90%; industry and services: 10% (2003 est.) Countries main income Agriculture Main crops: maize, tobacco, tea, sugar cane, groundnuts, cotton, wheat, coffee, and rice Industry: tobacco, tea, sugar, sawmill products, cement, consumer goods Challenges: limited capacity in terms of human and material resources to facilitate adult literacy and continuing education; early marriages perpetuated by socioeconomic factors; socio–cultural factors that make people believe that men should be leaders while women are followers; and, poor learning environment which affects girls in primary and secondary schools e.g. sanitary facilities, long distances to education facilities, extra burden from domestic chores especially for adolescent girls resulting into high dropout rate. 1964: Independent from Britain Indicator 1: Maternal Mortality Ratio Malawi Demographics Problems - Outline Indicator 4: Share of Women in Wage Employment in the Non- Agriculture Sector measure of employment opportunities ( i.e equal proportions of men and women in formal employment) Yet, more women participate in the agriculture sector than in the formal wage employment especially in jobs that require professional qualifications. Due to: literacy levels, gender disparity and cultural values. Facts About the Product: Drought tolerant maize variant Able to mature under limited rainfall Suitable for marginal rainfall areas 136 days to mature Normally: 150 – 180 days Able to mature under limited rainfall Suitable for marginal rainfall areas

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