Transcript: Sales Monthly Sync Up Defining Success Defining Success Component 1 Component 2 Component 3 Continue Continue Item 1 Item 1 Item 2 Item 2 Item 3 Item 3 Stop Stop Start Start Where We Stand Where We Stand Current Standings Current Standings 43.4% 10.2% Q3 vs Q4 YoY Quarterly Sales Summary Quarterly Sales Summary 15% 37% 9% 2% Wins Wins Initiatives Initiatives Top Performers Top Performers Karl Jonvestein Q4 Best Performing Sales Rep New Business New Business Losses Losses Failed Initiatives Failed Initiatives Lost Businesses Lost Businesses Missed Opportunities Missed Opportunities Takeaways Takeaways Closing The Gap Closing The Gap Proposal Proposal Initiative 1 Initiative 1 Initiative 2 Initiative 2 Initiative 3 Initiative 3 Risks Risks Risk 1 Risk 1 Risk 2 Risk 2 Risk 3 Risk 3 Risk Management Risk Management Benefits Benefits Benefit 1 Benefit 1 Benefit 2 Benefit 2 Benefit 3 Benefit 3 The Forecast The Forecast The Sales Funnel The Sales Funnel Projections Projections The Action Plan The Action Plan Scope Scope Initiative 1 Initiative 1 Initiative 2 Initiative 2 Initiative 3 Initiative 3 Resources Resources Budget Budget Stakeholders Stakeholders Stakeholder 1 Stakeholder 1 Stakeholder 2 Stakeholder 2 Stakeholder 3 Stakeholder 3 Time Time Next Steps Next Steps Step 1 Step 1 Step 2 Step 2 Step 3 Step 3
Transcript: The Impact of Self-Grading on Middle School English Students’ Writing Skills Angelica Smith - University of Maryland Abstract Superficial teacher feedback on writing assignments combined with little to no student effort to reflect on any feedback keeps students from the opportunity to refine essential metacognitive skills. Previous research indicates that self-grading is an effective strategy for students to practice metacognitive awareness. After 9 weeks of instruction incorporating either self-grading or providing traditional teacher feedback for reflection on writing assignments, gains of 85 seventh graders’ writing scores for organization will be analyzed to determine the extent to which the metacognitive experience of self-grading improves performance. Empirical evidence should help teachers ascertain whether the time-consuming practice of self-grading is valuable to student learning. Statement of Problem Peer- and Self-assessment are not as widely practiced as they could be because teachers' goals are to save as much time as possible and to ensure grade accuracy for all students. Logistical, pedagogical, and metacognitive benefits of peer- and self-assessment were contested and needed to be put to the test. Students don't reflect on teacher feedback on writing assignments and miss out on opportunities to refine metacognitive skills necessary for learning. Significance The proposed study contributes more knowledge about the benefits of self-assessment on student learning The proposed study helps teachers ascertain the value of incorporating self-assessment into their regular practice in improving performance, despite how much time is required for planning and preparation. Research Foundation The Impact of Self- and Peer-Grading on Student Learning Philip M. Sadler and Eddie Good After a Supreme Court decision in favor of peer-grading in classrooms, Sadler and Good decide to put benefits of self- and peer-grading to the test that are of teacher interest (p. 13) Participants included four middle school science classrooms Issues of interest: Student grades as substitute for teacher grades Student grading as a tool for student learning Results: High correlation between teacher and student grades Bias within student grading in self- and peer-assessment Self-assessment students made most gains in test scores Rationale for Proposed Study Test familiarity could have effected results Realistic assessment to determine student learning Research Questions / Hypotheses To what extent does the experience of self-assessment (training and process) impact students' writing organizational skills? Students who participate in self-assessment will improve their writing organizational skills significantly more than comparison students. Methods Participants 113 students in 4 sections of seventh grade English and their teacher No previous instruction on concept being taught during data collection Same age-range as students in original study / Studying different content Measure Scoring Guide for Writing - five or six traits writing rubric; traits include: Ideas & Content, Organization, Word Choice, (Voice,) Sentence Fluency, and Conventions; scores range from 1-lowest to 5-highest. The proposed study will target scores in Organziation. Different from measure in original study in that it is county-/teacher-designed, not student-designed, and assessess aspects of writing instead of science. Procedure All students receive instruction on the Well-Developed Paragraph (WDP) formula: a tool students are required to use to structure WDP's when writing literary analysis. 2 sections in control group (receive traditional teacher feedback on writing assessments); 2 sections in experimental group (trained and participate in self-assessment process) Of the four WDP's written to assess mastery of reading and writing skills, organization scores for first and fourth WDP will be collected. Data Analysis To what extent does the experience of self-assessment impact student's writing organizational skills? Descriptive statistics (means and standard deviations) are calculated in both groups for the first and fourth WDP. Gains from first to fourth WDP are calculated, and mean gains are found. t-test is conducted to determine the significance of the gains in both groups. EDHD 662 Fall 2012 Awareness of progress and performance Ability to modify strategies mid-task Evaluating Reference Sadler, P. M., & Good, E. (2006). The Impact of Self- and Peer-Grading on Student Learning. Educational Assessment, 11(1), 1-31. Assess final product Evaluate strategies used Planning Monitoring Theoretical Foundation: Metacognitive Regulation Selecting strategies Choosing/acquiring resources
Transcript: What the Award Winning Holiday Inn Battle Creek Can Do for (Company Name)! Conveniently located moments away from I-94 for easy access to all Battle Creek has to offer. Complimentary WiFi throughout the entire hotel. Business Center on the main floor. Guest Self-Laundry on 3rd floor Off-Site Dry Cleaning available Mon.-Fri. On-Site Fitness Center Passes available to Feeling Fit Fitness In-door Heated Pool set to 84 degrees Teri Pearce Corporate Sales Manager Holiday Inn Battle Creek 12812 Harper Village Dr. Battle Creek, MI 49014 D: 269-589-9530 P: 269-979-0500 F: 269-979-0501 E: email@example.com Company Logo Here Walmart Meijer Kohl's Menards Executive Boardroom Free WiFi Iron with Ironing Board Coffee Maker Complimentary Parking Around Entire Building Perfect blend of Old-World traditional hospitality and contemporary design with modern amenities. With more than 5,000 sq. ft. of meeting space. Full-Service restaurant, Cereal City Grill, located off lobby. Open for breakfast and dinner daily. Restaurant, Lounge, and Patio Types of Events: *Trainings *Receptions/Dinners *Seasonal/Annual Parties *General Meetings *Conferences *Ceremonies *Auctions *Tournaments *Fundraiser Events Etcetera Best Buy Rue 21 Macy's JC Penney's Harvest Ballroom IHG Rewards Club *Absolutely Free *Points Never Expire *Earn on Room Rate and Restaurant Charges *Redeem for Free Night Stays or Merchandise IHG Meeting Rewards Program *Attach IHG Rewards Number to Participate *3 Points/Dollar on Room Rental *2 Points/Dollar on Catering Charges Located minutes away from more than 50 retail outlets. 120 beautifully appointed guest rooms, including; family suites and executive suites
Transcript: Eric Tao (BEng, Electrical Engineering) Sales Manager China electronics sales experts with strong local intelligence network that is difficult to penetrate from outside Led a sales team covering the entire HMI product category Created annual revenue over USD8million Strong technical understanding of HMI products (gyroscope, e-compass, EM pen, TP module, etc.) Johannes Huang (BSc Physics+ BEng with minor in Math) Project Manager Professional experience with OEM, fabless and embedded software vendors Currently based in China; has also worked in Taiwan, Belgium and UK; travels frequently to Korea and Japan Skilled at communicating with commercial and technical teams at the client HQ Strong technical knowledge on embedded software, DSP, audio and wireless communication There are two main methods for distributing apps and games in China The different types Usually a CPS model Can be based on ranking- companies pay to rank higher on apps' list: Approximate cost it 300,000 per month for top three position Apps can be uploaded to smaller stores for free, but generally download quantities are low Top ranked apps- leaders in their sector are preferred for pre-loading (Wechat, QQ etc) Utility apps- input methods, security, search are more desirable Table of Contents Distribution Channels Apps favoured by manufacturers App Stores- Internet Companies As a team: Contact Core Team Sales Representation Proposal Online App stores Pre-loading PART 1: ANALYSIS Charging methods We have included a market analysis of the Chinese application and mobile games distribution methods. This includes: Pre-loaded Apps and Games China's three state-owned operators- China Mobile, China Unicom, and China Telecom- all have their own app stores PART2: PLANNING Many of China's App stores are owned and operated by internet companies Apps have to be approved by the operators before they are listed The operators decide which Apps should be installed by manufacturers onto phones In comparison with manufacturers, the operators are generally the most difficult stakeholders to work with App Stores- Network Providers Executive Summary...... 3 Part 1: Analysis...... 7 Part 2: Planning...... 21 Appendix...... 23 We have strong market intelligence and sales experience for HMI and touch module related products We are a small team with both local China knowledge and an international view and exposure We are strong at communication We have offices in 3 major Chinese cities We are young, energetic and have a passion to succeed App Stores- Manufacturers Pre-loaded Apps and Games We have extensive sales experience for technologies related to the smartphone and tablet sectors We have extensive experience working with Western tech companies We provide effective communication with our clients' head office, on both a technical and commercial basis We will hire the best FAE we can find to deliver technical support MOST IMPORTANTLY- We Have the Passion to Excel! Executive Summary Main Stores- Baidu, QQ, 360, 163 Major Independent stores- AppChina, Anzhi, Gfan, Hiapk, Liqucn, Wandoujia, eoemarket and 91Market Smaller phone manufacturers always charge by CPA i.e. payment by installation capacity CPS charging is almost never used The current market price is from Y 0.8-Y 2 per??? Most major manufacturers- Xiaomi, Huawei, Lenovo, and Meizu- install their own Integrated app stores onto their handsets Charging is usually on a CPS basis- either 50/50 or 40/60 Some stores will increase app rankings for a fee Conclusion Distribution of Apps through these stores is charged in the following manner: However, there are sever points to be aware of: Main manufacturers have their own applications and app stores- preference for own products Limited phone storage discourages pre-loading, especially for cheaper handsets App quality and aftersales can' be controlled by manufacturers In Europe and North America, other than basic utility apps (calculators, calendars, galleries etc), pre-installed applications and games are relatively uncommon. In China, the opposite is true, with manufacturers more open to pre-loading Distribution Channels Executive Summary There are two main methods for distributing apps and games in China Pre-loading Online App stores Johannes Huang CEO ChinaStepOne Office: + 86 (0) 755 2360 0549 Mob: +86 186 2036 1284 Skype: chienyu.huang firstname.lastname@example.org www.chinastepone.com Why ChinaStepOne?
Transcript: Central Europe Vienna Salzburg April 27: Salzburg - Sound of Music Tour - Salzburg/Performance Cuenca Vienna, Austria Performance Tour to Austria Rouen April 24: Vienna Prague California Bath Derry Thank you for traveling with Salzburg Festspielhaus Figueres $2,799 P/P Dbl. Occ. (Plus Air Taxes Exceeding $450, Pending Air Confirmation) Check-in to hotel in Salzburg Temperatures range from 41*-60* F in April Home to one-fourth of the Austrian population Also home to the highest waterfall and the oldest carousel in the world Spain Argentina April 28: Arrive Boston 7:55pm Mont St. Michel St. Charles' Church Pienza Valencia Washington, D.C. France Cabo da Roca Haus der Musik Beijing Oxford Philadelphia Versailles Stratford-upon Avon Getreidegasse Connemara St. Petersburg April 23: Vienna/Performance Tallinn Hotel Europa Mondsee Riga Normandy April 22: Arrive Zurich 10:55am; depart Zurich 12:35pm Pompeii Portugal Coimbra Oporto Estoril Tandil Schönbrunn Palace/Performance April 25: Potential Performance, Recital at Melk Abbey Killarney Stockholm Savannah Capuchin Church San Gimignano Mar del Plata Dublin Dinner together at local restaurant Sorrento Sintra Florence Monserrat China Montreal Melk Abbey/Recital Charleston Klaipeda Caen Sitges Montalcino Italy Toledo Dinner together this evening United Kingdom Budapest Salzburg, Austria April 23: Potential Performance, Chapel of Schönbrunn Palace Montecatini Buenos Aires Quebec City Baltics Tarragona Belfast Shanghai April 27: Potential Performance, Salzburger Dom Mozart's Birth House Glendalough Barcelona Siena Yangtze River Hofburg Palace Tour Inclusions Vienna - 3* Free internet access Easy access to city highlights Amalfi Vilnius April 26: Salzburg/City Tour - Hallein Salt Mines - Salzburg April 21-28, 2014 Dover Roundtrip Airfare Six (6) Nights Accommodation Luxury Motor Coach Tour Manager Throughout Three (3) Performances Including One (1) Recital Breakfast Daily Welcome Dinner Two (2) Additional Dinners Farewell Dinner Sightseeing per Itinerary Standard A+ Travel Insurance Air Taxes Up To $450 Gratuities to Tour Manager, Driver & Local Guides Paris April 22: Arrive Vienna 1:55pm April 28: Depart Munich at 2:05pm April 25: Vienna - Melk/Recital - Salzburg Boston Naples Belmont High School Choir Star Inn Hotel Wien Schönbrunn Girona Lucca St. Peter's Abbey Temperatures range from 41*-59* F in April Salzburg is the birthplace of Wolfgang Amadeus Mozart, and is the fourth-largest city in Austria Madrid April 21: Depart Boston 9:45pm Rome Performance at Salzburger Dom Chongqing Sicily Have a safe and enjoyable journey! New York City Capri Canada Leopold's Castle Burren London Chicago Pisa Nanjing Chartres Farewell Dinner at local restaurant Salzburg - Superior 3* Walking distance to Mirabell Gardens Internet available Prater Park Canterbury Xi'an Helsinki Ireland Views of St. Gilgen on Lake Wolfgang Nonnberg Abbey Hallein Salt Mines Cascals Lisbon Welcome Dinner at hotel Stonehenge Galway
Transcript: The Challenge Why Taming Tigers? 1 Day Experiential Equine workshop - Step away from the day-to-day and work as a team on a challenge which is stretching for everyone Build understanding of your own Tiger and the Tigers within the team, plus strategies to tame him Experience the "Hero's Journey" in one day in order to anticipate the journey of change you are about to experience Put yourself to the test physically and mentally with support from your colleagues One to one consultation and coaching over 6 weeks SMT members will: Build an intensive relationship of trust and openness with their facilitators Become very honest with themselves about their personal blocks, attitudes and Tigers (and develop strategies to minimise them) Understand their contribution to the team and to the success or failure of the Evolution project Commit, hearts and minds, to the project by identifying the business critical and personally critical outcomes of the project Team Contract workshop: Aligning the team behind a shared goal, team rules and a powerful sense of purpose and momentum (with roadmap) to deliver on the vision The result is a contract, signed, owned and policed by the the team itself which defines exactly what is required to achieve success and how to get there Tigers are tamed, rulebooks re-written, the team is out on the pitch Quarterly review: Setting the compass together makes the Tiger roar. Delivering on the contract agreed makes him roar again. During 2013 we will help the SMT maintain momentum, address obstacles, upgrade the team culture and apply the 10 Rules to tame the Tiger who WILL roar if the goal is bold enough...which it is. Group of peers, reporting from their silos Differing levels of commitment to the goal Resistance to change, fear of change "This is how we do it here" "Who can I blame?" Senior executives Distrust of each other "This isn't going to affect me" "We can do this without assistance" Team driving forward the ambition Completely aligned Out on the track "How can we do it better?" "I am responsible" Team of inspirational leaders Trusting each other to deliver "I am part of creating the future" "To achieve this we must change...and that means accepting help" (cc) photo by Metro Centric on Flickr doodles We aren't neutral - we are as responsible for delivering your ambition as you are This is what we do. We help leadership teams to set and achieve their bold goals We are business focused. This isn't a "jolly", a conventional "team offsite" or a "team building" programme. It is about business We are experts in our field (4 books published, 150 years combined experience in the change industry, additional 150 years experience in business and public sector leadership roles) But don't just take our word for it... From notes Steve Hardy, Chief Executive, AXA Personal Lines Experiential workshop - 2 days Quarterly review - 4 x half day sessions To The current reality... Notes "It's stunning how it's worked. Our organisational goal and the words Taming Tigers are everyday phrases now. We are seeing real change." Evolution (cc) photo by jimmyharris on Flickr (cc) photo by Franco Folini on Flickr Double click to crop it if necessary Bold ambition The very shape of the business needs to change The SMT is under scrutiny - Is it a strong team? Does it believe in the vision? Is it trusted to lead this change? The SMT needs to become even more sophisticated to succeed The full SMT will be in place by September - the clock is ticking outlook from the top (Note to SMT) You will need to be: Fully committed to the "Amazon" vision Speak honestly (the process will support that) Learn how to tame the Tiger Be willing to try something different Commit the time to driving forward the vision Treat us as part of the business, an extension of your team Team Contract workshop - 3 days offsite plus action steps Option 1 investment: Experiential phase: £6750 Consultation phase: £13,500 Team Contract workshop: £19,850 Quarterly review: £12,000 TOTAL: £52,100 plus VAT and expenses Includes: 16 months of support from Taming Tigers for the SMT to re-write industry rulebooks and drive forward the new business vision as a team A tried and tested process made bespoke for you A combination of individual development, team bonding, experiential learning and open, honest dialogue facilitated by world class experts A committed team at Taming Tigers who will not only help you set the team's compass but achieve the goal, whatever it takes photo frame The objectives - Consultation and Coaching - 3 x 2 hours over 6 weeks Place your own picture behind this frame! (cc) photo by Metro Centric on Flickr details map Option 2 investment: Experiential phase: £6750 Team Contract workshop: £24,750 TOTAL: £31,500 plus VAT and expenses Includes: 2-3 months of support from Taming Tigers for the SMT to re-write industry rulebooks and identify the roadmap to drive forward the new business vision as a team A tried and tested process made bespoke
Transcript: Overall reach is longer-lasting vs. Finished Product By the end of the Discovery Phase, you will: Total cost: $100k Have a definitive budget for production DEFINE YOUR WHY It tackles the "why", so to speak, by showing what every athlete dreams of being...and they just happen to be wearing Under Armour. Advertising vs. Forced content Call to action is far less aggressive "That's me. I should do business with these guys?" Have a clear understanding of the style of the video Production DISCOVERY PHASE PRODUCTION PHASE It is a feeling. A brand is more than a name, logo, or look. We want them to relate to what they see. This is the most important part of creating a successful video. This is the part where we are extremely intentional in developing a plan that will drive results. Informs public about a product or service Under Armour "I Will" Campaign Communicates deals and special offers The Drive Media House Way! production phase We work through a two-phase process: VISION? Although this commercial shows a lot of Under Armour product, that's not what sells it. This commercial is successful because it connects with its target audience: athletes. Know what, when, and where we plan to shoot Throughout this phase, we work with you to ensure we are always on the same page. We'll get every piece approved before progressing. By the end of the video, the viewer will understand not just what you sell but what is at the heart of your company Brand development & awareness We want an inner part of them to say: Have a complete and approved script and storyboard How big is your Telling your story OUR PROPOSAL Leads customers to make a direct purchase Boot Country Work Country Marketing When planning CONTENT, we always This is where we make it all happen. Goal is to increase sales in a more direct manner Documentary START WITH WHY. Total cost: $20k -? scenarios/locations -? final videos Relating this to ?, we believe that the key to get your audience in the door is NOT by focusing all of our attention on the "what" (which is ?), but rather on the "why" (which is the lifestyle). Have a fully developed concept and plan for your production Customer engagement Evoke emotion DISCOVERY PHASE for your story as we said, the why is the lifestyle. Downy + Febreze: "The Extra Hour"
Transcript: YOUR LOGO WORK DESK Your name goes here Date of the presentation You can add anything you want to summarize before getting started. Sales Figures 1 Sales Force Subtopic 1 Houston Houston Picture Dallas Subtopic 2 Subtopic 2 Chart Chart Timeline Timeline YEAR Topic 2 2 Subtitle 1 Subtitle 1 Topic 3 3 Subtitle 1 Subtitle 1 Topic 4 4 Subtitle 1 Subtitle 1
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