#CSuite इंफोसिस के नए सीईओ होंगे सलिल पारेख, मैनेजिंग डायरेक्टर का पद भी संभालेंगे http://bit.ly/2BCSrr3
— Muzaffaruddin Alvi (@Muzaffar1969) December 2, 2017
https://platform.twitter.com/widgets.js
Featured Post
Twenty Practical Steps to Better Corporate Governance | The Corporate Secretaries International Association (CSIA)
Twenty Practical Steps to Better Corporate Governance | The Corporate Secretaries International Association (CSIA) Please click the li...
Showing posts with label 2017 at 04:45PM. Show all posts
Showing posts with label 2017 at 04:45PM. Show all posts
Saturday, December 2, 2017
#CSuite इंफोसिस के नए सीईओ होंगे सलिल पारेख, मैनेजिंग डायरेक्टर का पद भी संभालेंगे http://bit.ly/2BCSrr3
#CSuite Salil S. Parekh appointed CEO and MD of Infosys – Salil S. Parekh appointed CEO and MD of Infosys The HinduSalil Parekh, The Man Who Is Appointed As Infosys CEO: 5 Points NDTVSalil Parekh Appointed Infosys CEO and MD, Gets Warm Welcome from … http://bit.ly/2kcNTmW
#CSuite Salil S. Parekh appointed CEO and MD of Infosys – Salil S. Parekh appointed CEO and MD of Infosys The HinduSalil Parekh, The Man Who Is Appointed As Infosys CEO: 5 Points NDTVSalil Parekh Appointed Infosys CEO and MD, Gets Warm Welcome from … http://bit.ly/2kcNTmW
— Muzaffaruddin Alvi (@Muzaffar1969) December 2, 2017
https://platform.twitter.com/widgets.js
Wednesday, October 11, 2017
#CSuite FBNHoldings appoints Oluseye Kosoko Company Secretary as Tijjani Borodo bows out after 30 years of meri… http://bit.ly/2yYKt9F
#CSuite FBNHoldings appoints Oluseye Kosoko Company Secretary as Tijjani Borodo bows out after 30 years of meri… http://bit.ly/2yYKt9F
— Muzaffaruddin Alvi (@Muzaffar1969) October 11, 2017
//platform.twitter.com/widgets.js
Friday, May 12, 2017
ISRO to launch GSLV Mark III-D1 on June 5 with 4-tonne payload
http://ift.tt/eA8V8J
To set up Outreach facility for research, start-ups
May 12, 2017 at 04:37PM
from
Wednesday, May 10, 2017
4 InvIT IPOs to reduce holding groups’ debt by Rs 13,000 crores
http://ift.tt/2r11a0T
May 10, 2017 at 04:42PM
from
Monday, May 1, 2017
Corporate Innovation Programs Come in Ten Flavors
Our recent research on Corporate Innovation Programs (download the high level version) found that companies are attempting to act more nimble and agile by deploying a combination of these innovation programs. Frequency varies, and budgets are skewed around Startup Acquisition, being the bulk of the investment. Corporations are taking pages from startups, to emulate the culture of a fast-moving smaller company.
This list is structured in a logical way: The items listed on the top are happening inside of the company, while the items towards the bottom happen outside of the company. This is not a list that you should automatically approach as a checklist as the order of deployment will vary. For example, some companies have corporate development teams only, that solely exist to acquire startups –rarely to derive innovation from internal teams.
- Dedicated Innovation Team
Corporations often start by staffing an innovation team within the company, which is comprised
of both full- and part-time employees dedicated to developing strategy, managing, and activating innovation programs. These leaders are experts at internal communications and are proven change agents. Centralized teams deploy on behalf of the business units, and often act as a governing body when deployed on a global/cross-functional scale to manage multiple innovation team strategies. - Innovation Center of Excellence
Innovation Centers of Excellence (CoE) enable innovation across multiple departments within the
company, and members serving on the CoE are also responsible for senior leadership within various corporate groups. Common departments included in the CoE are marketing/digital, PR, legal, HR, IT, and product. The goal of the CoE is to standardize and scale innovation across the company, providing guidance to efforts that do not yet have dedicated teams or leadership. - Intrapreneur Program
Rather than rely solely on external programs, internal employees — dubbed “intrapreneurs” — are
given a platform and resources to innovate. These programs invest in employees’ ideas and passions to unlock everything from customer experience improvements to product enhancements and full-blown internal startups that are then launched from within the company. - Open Innovation (Hackathon or Internal Incubator)
Hosted inside a corporate office, large corporations invite startups to embed at their physical locations
and “incubate” them with funding, corporate support, and other perks. This can also take the form of overnight hackathons, demo days, and online open-innovation programs/contests that request — and often reward — ideas from the crowd. - Innovation Excursions
Frequently, inspiration comes from outside, not within. Corporate leaders tour innovative
organizations, companies, and regions (in Silicon Valley and other relevant tech hubs) to discover trends in various industries, learn from speakers, meet partners, and be inspired as they immerse themselves in innovation culture. - Innovation Outpost
An innovation outpost is a dedicated physical office, in Silicon Valley or wherever innovation
happens in a corporation’s key market(s), staffed with professionals whose job is to sense current trends and disruptive technologies, connect with local startups, and integrate programs back into corporate headquarters. Some innovation outposts are host to partners, events, and startups, thereby overlapping into internal accelerator territory. An innovation outpost is typically managed by employees, unlike an external accelerator, which is run by a third party. - Technology Education / University Partnership
Through an educational partnership, corporations can tap into new university graduates, early-stage
projects and companies, and the network of an established educational institution. In addition to traditional universities, there are new private versions opening up that are dedicated solely to technology training, like Galvanize and General Assembly. - Accelerator Partnership
Corporations partner with third-party accelerators to provide sponsorship and/or funding in
exchange for relationships with startups and integration opportunities. Corporate innovation professionals often embed themselves in accelerator offices, fostering relationships with local startups. These external accelerators are run entirely by vendors (investors, advisors, etc.), unlike innovation outposts, which are managed by employees. - Startup Investment
Corporations place bets among the startup ecosystem, with both small investments for early-stage
startups and larger amounts of corporate funding that yield market data, create opportunities for follow-on investments, and block competitors. Intel Capital is a recognized leader in corporate investing, raising $1.28 billion in funds and making 1,094 investments in 769 tech companies to date. - Startup Acquisition
Rather than build innovation from the inside, corporations acquire successful startups and integrate. While expensive, the startup is often already successful, and the acquisition can help the startup
scale further. According to recent studies cited by Global Corporate Venturing, only 5% of corporate venture capital (CVC)-financed startups are acquired by the backing parent corporations.3 A new study from MassChallenge also reveals that 23% of corporations see working with startups as “mission critical,” and 67% say they want to work with earlier-stage startups.
Which program is best for every company? We didn’t find a silver bullet for all, as it varies on the innovation goals and culture. For example, some cultures are open to employee feedback, and thus an intranpreneurship program makes more sense. However, in some cases, working with outside companies is easiest, so partnering through accelerators or investing in startups is more sensible. Want to know more? Download the report.
May 01, 2017 at 04:40PM
from jeremiah_owyang
Saturday, April 29, 2017
Compagnie Financiere Tradition: Reported revenue stable in Q1 2017 at CHF 213.4 million
Compagnie Financière Tradition reported first-quarter consolidated revenue of CHF 213.4m compared with CHF 219.5m in same period in 2016, up 0.2% in constant currencies. At current exchange rates, consolidated revenue showed a decrease of 2.8%, impacted …
The post Compagnie Financiere Tradition: Reported revenue stable in Q1 2017 at CHF 213.4 million appeared first on ForexTV.
April 29, 2017 at 04:29PM
from CHF Editor
UK GDP Q1 2017 Misses With 0.3% – GBP/USD Wobbles
The UK was expected to report a quarterly growth rate of 0.4% in its Gross Domestic Product in the first quarter of 2017. In Q4 2016, the economy grew by a robust 0.7%. Year over year, GDP carried expectations for +2.2% against 1.9% beforehand. GBP/USD was …
The post UK GDP Q1 2017 Misses With 0.3% – GBP/USD Wobbles appeared first on ForexTV.
April 29, 2017 at 04:29PM
from GBP Editor
Daily Technical and Trading Outlook -USD/CHF
. USD/CHF – 0.9933… The pair went through a mini roller-coaster Wed’s session. Price dipped to 0.9930 in Europe b4 rebounding to session highs of 0.99 68 in NY but only to fall to 0.9929 after announcement of Trump’s tax plan. . Looking at the daily …
The post Daily Technical and Trading Outlook -USD/CHF appeared first on ForexTV.
April 29, 2017 at 04:29PM
from CHF Editor
Tuesday, April 18, 2017
Rise and shine! Healthy habits for the early morning
Personal trainer David Last on how to start the day right.
April 18, 2017 at 04:33PM
from
Saturday, April 15, 2017
Netflix nudges 100m subscribers but what next for the streaming giant?
In just a decade the firm has risen from a mail order DVD outfit to a global TV player and maker of hits shows such as The Crown and House of Cards
Netflix is on the cusp of reaching the 100m subscriber mark as productions such as The Crown and Stranger Things lure viewers away from cinemas and TV schedules in binge-watching droves.
The company, which started as a mail order DVD outfit two decades ago, could pass the benchmark as soon as next week in another symbolic blow to Hollywood studios and network broadcasters who are frantically adjusting their web-ravaged business models.
April 15, 2017 at 04:40PM
from Mark Sweney
Robots to replace 1 in 3 UK jobs over next 20 years, warns IPPR
Study calls for billions to fund retraining after pinpointing hospitality, retail, transport and manufacturing sectors and poorest parts of UK as most at risk
A leading thinktank has urged the government to spend billions of pounds helping poorly skilled workers in the less prosperous parts of the UK cope with the threat of the looming robot revolution.
The left-leaning Institute for Public Policy Research (IPPR) said in a new report that those most at risk from automation were concentrated in low-skill sectors of the economy and were least able to adapt to change.
April 15, 2017 at 04:40PM
from Larry Elliott
How Entrepreneurs Can Find Their Competitive Spark
After creating a startup, it can take time and thought to find your place in the market. Outdoing the competition is a key part of being successful in business, but not everyone is driven by that competitive spark.
With so much of a business reflecting the individual personalities of those who run it, this can make a difference. Fostering a competitive spark without compromising your values can be a challenge, but it’s more than possible to cultivate a successful business without being ruthless – you simply have to define a strategy.
Know your competition
Before launching any startup, thorough market research is key. It’s easy to forget that this process continues to be important even once your business is up and running. By being aware of your competitors and their customer base, you can learn their weak spots and pour more resources into ensuring your own business performs better in these areas. Rather than using underhand or cutthroat tactics, you genuinely become the best in your field.
Have a database of your competitors, including what their unique selling point (USP) is, along with their target audience. If they do something well, consider the processes needed that make this happen. Perhaps they have an excellent staff training program, or source superior materials. With a strong brand and confident sense of what sets your business apart, you can mimic the successful “behind the scenes” tactics of other businesses without coming across as an imitation.
It’s also worth regularly checking out the social media channels of your competitors in order to bring your brand to the attention of followers with similar interests by way of your own digital marketing efforts.
Related: The Power of Competition in Business
Create a driven company culture
If you aren’t a particularly competitive person by nature, you run the risk of being left behind as more combative entrepreneurs aggressively drive their business forward. While there’s nothing wrong with being laid back, you must cultivate your own strengths and motivate yourself along the way.
For example, you can simultaneously increase productivity in your company while implementing corporate wellbeing practices. Treating your staff well and encouraging practices like meditation within your company (as companies like Apple, Nike and Google have done) can improve performance and reduce absenteeism, giving your small business an advantage that others may be missing. On a personal level, meditation also bolsters confidence and enhances your people management skills.
If a desire to be better (and make more money) than others in your industry doesn’t motivate you, think about the things that do. It may be a passion for the work you do, or the fact that you enjoy making organizational processes as efficient and effective as possible. Maybe you love fostering great relationships with your customers, or pour a lot of effort into creating a service or product of exceptional quality. Not only will this strengthen your unique selling point, it will naturally improve your business without a need for the “killer instinct” people sometimes assume is the key to getting ahead.
Measure your performance
At the time your startup is growing, and maybe even starting to make significant money, it can be tempting to neglect analytics in favor of the more pressing day-to-day needs of the business. However, performance and productivity are intangible concepts without a bank of numbers you can refer to, and putting your finger on exactly what’s working and what isn’t is impossible without them.
Tracking your performance provides critical knowledge and lays the foundation for observing long-term trends. There are plenty of tools at your disposal for this, whether it’s keeping an eye on your online efforts with programs like Google Analytics, or logging daily developments with thorough and up-to-date spreadsheets. Watching the numbers go up or down can sharpen your competitive instincts, compelling you to improve on last month’s performance with new ideas and initiatives that will help you grow.
Related: Sign up to receive the StartupNation newsletter!
Final thoughts on remaining competitive
The reality of entrepreneurship is that you will be in direct competition with others who wish to outperform your business, and when you are in the particularly vulnerable startup stage, getting the edge on more established competitors is hugely important.
Whether you are a competitive person or not, it’s possible to behave competitively through tactics such as committing to improving your performance month-to-month or identifying where other businesses are providing a lackluster service. Foster your competitive spark in whatever way most suits you, and you won’t be left behind.
The post How Entrepreneurs Can Find Their Competitive Spark appeared first on StartupNation.
April 15, 2017 at 04:28PM
from Holly Ashby
Startup Weekly: Mastercard cohort, Pfizer HealthTech accelerator & much more
http://ift.tt/eA8V8J
Here’s your weekly roundup of news about startup competitions, awards, co-working spaces, accelerators and any other exciting things happening in …
April 15, 2017 at 04:24PM
from
Two Pakistani startup founders featured in Forbes ’30 Under 30 Asia’ list
http://ift.tt/eA8V8J
Markhor earned fame for its handcrafted footwear and went on to become the first Pakistani startup to be granted admission into the prestigious Y …
April 15, 2017 at 04:24PM
from
Startup idea/problem finder (web scraper)
Is there a tool, that browses some typical idea sources, like Amazon reviews, Reddit, Craigslist, complaint forums, etc) to find potential startup ideas or problems to solve by looking at common phrases like: * problem * could be improved/better * I with there was * Is there an app/service/program/solution/etc * I wish/hate/love/etc
?
submitted by /u/__deandre
[link] [comments]
April 15, 2017 at 04:24PM
from /u/__deandre
The Modern SaaS Stack and the Unexploited Amount of Data
SaaS products represent the building blocks of a huge part of today’s B2B technologies. The ability to understand the impact of new consumer-facing technologies it’s more important than ever. This brings a lot of new challenges also for people who are not directly involved in software. This post is a walkthrough in how startups use Modern SaaS Stack (Marketing/Support/Sales) along with their journeys from day-0. How they adjust their product/marketing strategies based on new technologies. How they measure (or don’t measure) the impact of those technologies on their customers’ experiences.
On-Premise Software Era
As Clement Vouillon stated in the Evolution of The SaaS Stack back when software was only “on-premise” only huge players was dominating the market landscape. For startups that were getting started, there weren’t so many available options. Was more a take it or leave it.
In a few years, the market saw an important shift and the SaaS model started to make sense for IT business. This reflected into a huge proliferation of SaaS startups vertical on specific needs. Those startups with fewer resources were able to build better products and deliver better customer experiences. This is where startups started to adopt other startups’ products.
The market landscape kept evolving fast: new communications channel, new advertising platforms, new ways to talk to your customers, different ways to get new users. Until the moment where each company department adopted its own stack of SaaS products. With certain exceptions, this is now the standard.
This where products like Segment.com come up to the stage and SaaS hubs started to grow. The main purpose was to bridge the distances between products and external pieces of software with zero-effort by developers and engineers.
Let’s recap: first, you choose the SaaS products that better suites your needs, second you connect the best products each other, third you’re able to offer the best customer experience. So far, so good!
Each SaaS product in your stack that interacts at any level with your customers is producing data. Pure Email Marketing Software, mobile and browser notifications software, Ads platform, customer support and CRM software, etc. Every time your customers interacts with one of these channels – powered by a specific SaaS in your stack – you’re generating data. How big is that data-hole? It depends on you how many touchpoints your customers have when interact with your brand. With such products fragmentations comes data-fragmentation that leads to a massive amount of unexploited data.
To frame and better understand these ideas in a real world use case we’ll do a quick thought experiment. Let’s suppose you’re the founder of a SaaS product. Next month you will finish your public beta and you already have a few customers. Well done!
SaaS Stack at 1st stage – On Product Launch
You only have one product launch. You better be prepared for that. What do you use for support on day 0? No jokes, email is a good idea you only need an alias that sounds like $name@support.com. What about email newsletter updates? MailChimp is probably the best thing you can get a very affordable price. Buffer also sounds a pretty option for $10/mo. For marketing, support and Sales you won’t need anything as your main focus is the product.
How do you collect data? At this stage, your data collection infrastructure might be very rudimental. An OLTP system for transactions, OLAP for analytics processing and a different tool for clickstream data, something like Google Analytics (at its full potential with GTM) or Mixpanel.
SaaS Stack at 2nd stage – 6 Months after Launch
It’s been 6 months now and you did great. You’ve started as a Single Page Application (SAP), now you’re also releasing the first version of a mobile app. You now have 10 new emails/week from customers: you need a more structured tool for support like GrooveHQ. Same for sales, it’s time to get a basic CRM (Zoho CRM might fit your needs).
You have been using MailChimp for sending newsletter update emails. Now you will probably need to add something to send transactional email. Postmark or Mandrill are two available alternatives. You will also probably start doing some rudimental experiment on Adwords and Facebook Ads. Plus, you’re sending mobile notifications using Firebase.
Now let’s see the data side of the coin! Your data infrastructure is composed by OLAP, OLTP, and clickstream data (Google Analytics/Mixpanel). You’re growing at a good rate and you need start answer questions at a deper level to take better decisions. After all, you’re data-driven right?
What questions you want to answer:
- How many pre-sales tickets do you get on AVG? And how many post-sales?
- You know what channel works best for user acquisition but what after that. Do users that you acquired via Adwords (or Facebook Ads) have different behavior from those you’ve acquired organically? Among those who have installed the app, do they prefer being notified via email or via push notifications?
The reality is much more complex that you think. What users do before they churn? Do they keep the same level of engagement on notifications?
Yes, you think you have a perfect connected SaaS stack, but how deep is that connection? And how can you get the answers to those questions? A widely adopted solutions is: dump data from each integration (5) in your stack: GrooveHQ, Adwords, Facebook Ads, Firebase, Mailchimp and mashup with your OLAP, OLTP, and clickstream data with some python/R scripts to gains insights. Yes, you can manage it but it’s getting harder.
Yes, you can manage it but it’s getting harder.
SaaS Stack at 3rd stage – 1 Year after Launch
Things are going well, your company is scaling and so your team’s operations. You’ve dropped MailChimp and switched to a full Marketing Automation platform: HubSpot. Now you have 30 new tickets/day (from customers and not) coming for different reasons: pre-sales questions, post-sales questions, feature requests, bug-fix etc. It’s time for you to get Zendesk, Typeform (or SurveyMonkey) for your survey.
Your marketing team started to send stickers to customers (via StickerMule) and added a monitoring software (Mention). You added Adroll as a retargeting platform to your Stack and Urban Airship for browser notifications.
Back to the data-side: your data infrastructure is still composed by OLAP, OLTP, and clickstream data (Google Analytics/Mixpanel).
You are probably now storing everything (OLAP and OLTP data plus clickstream data) on BI columnar database like Amazon RedShift.
But when it comes down to pull insights from your SaaS integrations you have still have to do the old job:
- Pull the data out of each single SaaS
- Mash up with OLTP + OLAP data
- Script to see patterns
- Returns results to stakeholders who have to take actions based on those data
This is where the discrepancy between the volume of data collected and the accuracy of the decisions becomes big. It’s really easy to say you’re data-driven, it’s really hard being so.
Conclusion Wrap-up
- You might have the coolest SaaS stack but it might be completely fragmented both from a messaging standpoint (you’re not consistent) and from an analytics standpoint (you still don’t know what works and what doesn’t work).
- SaaS Integrations are useful, but if you are not able to measure their effectiveness in a complete way, you’re missing the point.
- The more complex your SaaS stack is, the bigger your data volume will be. Don’t bite off more than you can chew.
- To design perfect messaging customer experience, measure before you build, otherwise, you’re just pissing off your customer on a different channel.
submitted by /u/caligolae
[link] [comments]
April 15, 2017 at 04:24PM
from /u/caligolae
Subscribe to:
Posts (Atom)