The Five-Slide Marketing Strategy

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The Five-SlideMarketing StrategyFaster, Flexible Planningfor Today’s Quick Pivots1

THE FIVE-SLIDE MARKETING STRATEGYQuickly create, present, and get buy-in on marketing campaignsduring rapidly changing circumstances.THE FIVE-SLIDE MARKETING STRATEGY WILL HELP YOU:Stay competitivein a rapidlychangingenvironmentDevelop aninformed 3to 6-monthmarketingstrategyRapidly collectdata, focusthinking, andexpedite yourpresentationStreamlineexecutive levelconversationsfor approvalPrepare in twoto three days fora Quick PivotSpeed, flexibility and the ability to innovate and refine quickly while still maintaining focus onbusiness objectives are essential for thriving in an era of volatility and unpredictability.Use this nimble process to react to unexpected changes in the market or to prepare forcontingencies that might shift your marketplace in the near future. Plans developed with thisprocess will prepare companies to execute a quick pivot in marketing strategy to capitalize onshort-term marketplace opportunities.Five-SlideMarketingStrategy Steps:The process for creating theFive-Slide Marketing Strategy isbroken down, not coincidentally,into five clear steps. Followingthese steps results in thecreation of an executablemarketing plan ready to launchon a moment’s notice.Create a Quick Situation ReportIdentify OpportunityBuild Your Product SlateCreate a Plan OverviewPrepare for an Immediate Start1

ONLY52%of CMOsbelieve theirmarketing teamsare adaptableand resourcefulenoughSOURCE: GARTNER CMO STUDY2

STEP1Quick Situation ReportConsumersWho came, stayed or left?CompetitionWho is financially unstable?IndustryWhat do people think aboutthis category right now?What are they buying nowand why?Who is picking up the mostmarket share?What are they saying about me?How satisfied are they?Are there any new sources ofcompetition? New alliances?What do people expect orwant now that they did notbefore?What successes and failureshave we had recently?Who is doing somethingimpressive?What innovations haveoccurred during this time?What would they like from me?What are some topmessages/ads?ConditionsHow has media consumption changed? Which media are rising/falling? Media costs?What are trends in the economy in my geography? How is this impacting different segments of society?What are the general mood, tastes and trends that are pervasive?CREATE A QUICKSITUATION REPORTGet Perspective on Your SituationEvery plan begins with an objective inventory of your company’sconsumers, the changing market landscape, and the efforts of yourcompetitors. Normally this process can take weeks and involveprimary research to answer key questions, but when things arerapidly changing, speed to market greatly influences who winsmarket share and who loses it. To quickly gain perspective on yourcurrent situation, pick the right team, gather your information, andcreate a situation report.Picking the Right TeamWhen speed matters, collaborating with the right teamhelps you avoid tunnel vision and make the right decisionsbased on the information available. The ideal team forcollaboration under pressure is small, attentive, openminded, and informed. Each team member should bechosen for the unique knowledge they bring to the table.Your picks should include at least one person from themarketing, sales, and operations departments, allowingyou to quickly access their knowledge in real time. Becareful to keep the team lean. Too many people createsconversation bulk and causes team members to be lessindividually engaged. An ideal team size is 4-6 people,including yourself.3

Gathering Your InformationOnce your team is selected, set an initial meeting. Ask your team toprepare by gathering all the “nice and neat” information they havereadily available and bring it to the meeting. Start the meeting witha statement of your objectives for the plan and context as to whythose objectives matter. As a group, review the objectives and howthe information they brought informs the team. Then, start diggingdeeper. Don’t be afraid to ask “What don’t we know?” or What arewe missing?” to try to find out something new. That “somethingnew” might not be revolutionary or even useful, but these willbe your signs that you are looking in new places and listening tocurrent voices. Remember, you’re gathering information about thecurrent situation here, not creating campaign ideasNice and NeatDigging DeeperCompany data and analyticsGoogle searchAssociations and trade groupsAsk peers (LinkedIn, FB groups)Trade publicationsConsumer ratings media (e.g., ConsumerReports, U.S. News, TripAdvisor, etc.)Third party industry research(Pew Research Center, etc.)Social media listeningIndustry financial analystsIn-person observationMedia subscriptions (Nielsen,Simmons, MRI, Mintel, etc.)Online surveyCompetitors’ websites and advertising4

Make a Situation ReportThe purpose of collecting all of that information is to put togethera Quick Situation Report. The Quick Situation Report summarizesthe most important and relevant information about the currentstate of the market and your company’s position in it. It highlightsthe core issues with what’s going on with your consumers, yourcompetition, the industry, and the general conditions surroundingyour brand and product.This portion of the process is when two heads (or three or four)really are better than one. Gather input from the team ina brainstorm format and be sure everyone contributes toevery question. Identify and prioritize the items that affect yourobjectives for the plan. A meeting of this type can take 3-4 hoursand, when done well, will result in a stronger assessment of thecurrent situation by having explored more perspectives.The questions on the right are what you will want to answer whencreating your Quick Situation Report.Quick Situation ReportConsumersWho came, stayed or left?CompetitionWho is financially unstable?IndustryWhat do people think aboutthis category right now?What are they buying nowand why?Who is picking up the mostmarket share?What are they saying about me?How satisfied are they?Are there any new sources ofcompetition? New alliances?What do people expect orwant now that they did notbefore?What successes and failureshave we had recently?Who is doing somethingimpressive?What innovations haveoccurred during this time?What would they like from me?What are some topmessages/ads?ConditionsHow has media consumption changed? Which media are rising/falling? Media costs?What are trends in the economy in my geography? How is this impacting different segments of society?What are the general mood, tastes and trends that are pervasive?5

This portion ofthe process iswhen two heads(or three or four)really are betterthan one.6

Busy MomsSweeterINTERNALSTEPCautious optimismFoodCost-consciousA small bright spotin your dayShelf-lifeBulk one mattersEasy and healthy sidethe whole family will likein their lunchesTastes the same every timePremiumHealth-consciousSupport local businessSpending time outdoorsEarth-kindHardworkingEating out on the riseKnow what you are gettingwhen someone else ispicking your produceWork/school lunchesEXTERNAL2Concept MappingHome cooking/scratch recipesMeals togetherBored/Groundhog DayCurbside & DeliveryIDENTIFYOPPORTUNITYFind the Best in Your PersonalityWith your Quick Situation Report created, you should have a roughyet useful summary of your brand’s current context. You can nowstart focusing on developing your strategy from an internal standpoint.Putting Your Personality in ContextEffective quick pivots don’t leave time todevelop or change major aspects of yourbrand, especially if there are big changeshappening around you. The best resultshappen by understanding your currentbrand personality traits and mappingthem to your target’s current concernsand limitations.A changing market landscape can createchanges in others’ perspective as otherslook at you. Get outside of your owncorporate head and honestly look athow audiences might currently viewyour brand. Once a hero, are you nowthe bad guy? Once the small guy, areyou now the sympathetic fellow citizen?Previously the dowdy local choice, areyou now the safe avenue? Try to take amoment and just ask yourself.What has the current situation placed on you?Next, use this simple Content Mapping exercise to help you identify the portion ofyour existing brand story with the most current relevance to your audience. Thiswill be what you will highlight for the quick pivot.7

Concept MappingOn the left side of your work space, listbrand traits that are well establishedin the market. For example:On the right side of your work space, listtrends and keywords that emerge fromyour situation report. Positioning Elements Personality Traits Values Top Message PillarsSee what relationships can be made between the left and the right lists. You do not have toconnect every single idea, but look for the ones that stand out and have historically beenpart of your messaging. Below you can see an example of a concept map of a food item.FoodCautious optimismBusy momsCost-consciousSweeterHappinessShelf-lifeA small brightspot in your dayAbundantEveryone mattersConvenienceEasy and healthy sidethe whole family willlike in their lunchesEarth-kindHardworkingTastes the same every timeEating out on the riseHealth-consciousSupport local businessKnow what you are gettingwhen someone else ispicking your produceSpending time outdoorsWork/school lunchesPremiumHome cooking/scratch recipesCurbside & DeliveryMeals togetherBored/Groundhog Day8EXTERNALINTERNALMagicalBulk purchasing

A changing marketlandscape cancreate changes inothers’ perspectiveas others look at you.9

STEP3Promotional SlateITEMRATIONALERELEVANCYPROMOTIONPROMO CONCEPTFamily sizeBest value; opportunityfor discounting; alignswith bulk sizespurchased lessfrequentlySweeter taste healthy side for familylunches/snacks;reliable produce forpick up 1.00 offMommy’s Pick Up!Public health degreesGrowing in popularity;more so withPandemicTap into social good;best value; low riskFirst class online thissummerSummer Good StartBUILD YOURPROMOTIONAL SLATEWith your concept map complete, it’s time to start building a slate of products andpromotions to address current market opportunities. List the products, packaging,or services that best address each point of intersection on your concept map, thencreate relevant promotions that turn the intersection into an offering. Use theconcept grid below to help generate ideas for product variations to promote.New ProductsSpecial editions, limited experiences, brand new items,change in packaging, add-ons, etc.DistributionE.g., direct to consumer for first time, online only, throughlocal businesses, new retail partnershipsUnit on SizeEconomy packs, snack size, samples, membershipRisk ReductionTrial, deposit/reservation, refund policy, guarantee,virtual specialistPromotionLimited/rare, new, discounts, coupons, partnerships withchannel/related products/frenemiesAudienceNew group, new segment, call out existing strongerRememberPromotions don’t always include discounts, particularly if you arehighlighting a way in which your product has unique current value.10

Since points of intersection can be addressed by multiple different products, a table format lets you bestcapture and organize your thinking. The example table below shows a promotional slate that continuesthe above exercise for a produce brand. Beneath that is a table showing an example of a promotionalslate for an education brand.EX. 1: FOOD ITEMITEMRATIONALERELEVANCYPROMOTIONPROMO CONCEPTFAMILY-SIZEBest value;opportunity fordiscounting; alignswith bulk sizespurchased lessfrequentlySweeter taste healthy side forfamily lunches/snacks; reliable produce for pickup 1.00 offMommy’s Pick Up!MULTIPACKSBulk purchasing;opportunity fordiscounts; alignswith less frequentpurchasingEveryone matters a taste to satisfy thewhole familyBuy two flavors andget the third freeNew variety, samehealthy choicesPRODUCTPARTNERSHIPSWITH QUALITYCOMPANIONFOODSBoredom/cookingat homePremium/Magical a new way toexperience yourfavoritesBuy one product,get the other50% offMagical Mash-upsEX. 2: EDUCATION PROGRAMITEMRATIONALERELEVANCYPROMOTIONPROMO CONCEPTPUBLIC HEALTHDEGREESGrowing inpopularityTap into socialgood; best value;low riskFirst class onlinethis summerSummer Good StartCORE CLASSESAppeals touncertainOffer chance to getstarted with a lowcommitment; getclasses out of theway close to homeEnroll for FallCore Classes Closeto HomeONLINEMASTER’SPROGRAMSEasier to completewith more timeat homeTap into studentswith a goal to someday come back fortheir master’sRolling start dateNow is the time11

Points of intersectioncan be addressedby multipledifferent products.A table formatlets you captureand organize yourthinking.12

STEP4Plan OverviewAudienceStrategiesActivitiesTarget PersonaMarketing Goals & BudgetMarketing ChannelsCustomer JourneyKey StrategiesTactics & ActivitiesValue PropositionProduct & PromotionMeasures of SuccessTimelineCREATE APLAN OVERVIEWNow that you’ve identified the offerings and current trends that represent yourbest opportunities to sell into, it’s time to create a Plan Overview. Start with theprovided template and follow the simple steps for the fastest, easiest way tocreate your overview. Remember to keep this document to one page.Sample Plan Overview TemplateThe short-term opportunities that you have located through the previous exercisesshould be the focus. Do not feel the need to cover all audiences or products, butrather focus only on the major gains you can make in the next six months. QuickPivots require discipline.AUDIENCESTRATEGIESACTIVITIESTarget AudienceGoals, Budget, KPIMarketing ChannelsCustomer JourneyKey StrategiesTactics & ActivitiesValue PropositionProduct & PromotionDependenciesTimelineWhen using the template, remember: Be a planner; do not get caught up in execution. Always work forward from problem to solution. Resist the temptation to leanon familiar channels and tactics if more appropriate choices are available. The best plans are simple. Limit yourself to no more than three strategies.13

Plan OverviewAudienceStrategiesActivitiesTarget PersonaMarketing Goals & BudgetMarketing ChannelsCustomer JourneyKey StrategiesTactics & ActivitiesValue PropositionProduct & PromotionMeasures of SuccessTimelinePlan OverviewAudienceStrategiesActivitiesTarget PersonaMarketing Goals & BudgetMarketing ChannelsCustomer JourneyKey StrategiesTactics & ActivitiesValue PropositionProduct & PromotionMeasures of SuccessTimelineAudienceIdentify the customer persona, buyer’sjourney, and value proposition that ismost relevant. Time constraints of theQuick Pivot may limit the resourcesavailable to you. If your organizationdoesn’t already have buyers’ personascreated, you should apply experienceand make an educated guess to defineyour target. The target should be narrowenough to have a typical buyer’s journeyand a message to which they relate moststrongly. Having two or three betterdefined targets produces better resultsthan having a single blended target.StrategiesNext, inventory the resources and points of leverage you have or lack. Theseadvantages or differences become your strategies. How much will you spend vs.your goal? Where or how can your brand stand out? Who can help? What urgency orspecial privilege can you layer on in the form of promotions?In your goals, make a commitment to what you will accomplish tangibly andthen state the budget you need to do it. These should be measurable things likeincremental revenue and increased enrollment, not communication objectives(which you will use later when you are leading the execution of your tactics withyour team).Under strategies, consider the 18 most commonly addressed strategy issues anddetermine which issues you need to address in your plan.1Build or steal market share10 Pricing2National, regional or local markets11 Distribution/penetration or coverage3Seasonality and timing12 Personal selling/service/operations4Spending13 Promotions/events5Competition14 Advertising message6Target Market15 Advertising media7Product16 Merchandising8Branding17 Publicity9Packaging18 Marketing research and testingAs stated before, use the strategy approaches that fit this particular situationand best help you exploit the identified opportunity. Select the most relevant andthen make a clear, concise directional statement about how you intend to addresseach issue.14

Example StrategiesHigher Education Product:Focus campaign efforts ondegree programs that alignwith lowest unemploymentrates.CPG Promotion:Develop partners for jointcouponing in online grocers,requiring less margin reductionfor promotion but increasingexposure to new audiences.Healthcare Operation/Promotion:Use an offer (fulfilled by surplussupport staff hours) to train thepatient base to increase thenumber of virtual appointmentsbooked with physicians.Upper management should have a good understanding of how you willaccomplish your goals just by reading the concise statements about strategy.Plan OverviewAudienceStrategiesActivitiesTarget PersonaMarketing Goals & BudgetMarketing ChannelsCustomer JourneyKey StrategiesTactics & ActivitiesValue PropositionProduct & PromotionMeasures of SuccessTimelineActivities ColumnFinally, ask your team what we can realistically get done with the resourcesavailable. With your budget and bandwidth, what marketing channels canyou access? What tactics can you execute well? How will you track howeffective you are? How can you get metrics in time to adjust and improve?When working on a Quick Pivot, it’s imperative to make sure that you haveconsidered both bold new tactics as well as your tried and true set. Whilemany of your tactics should be things that you have a high confidence inyour team’s ability to execute, likely there will be a couple significant areasthat stretch your organization if you are truly pivoting.While it is easy to spend time defining the tactics that are most familiar, spendyour time defining the innovations or level of quality in execution that isneeded for your tactical mix. This will make sure that you, upper managementand your team really focus the new knowledge and skills it will really requireto make this successful.Lastly, enumerate any dependencies that are required to make this plan workclearly. For example, you must launch in the market by a specific date, you willneed to put another marketing effort on hold to do this, or you must have aspecific price point to be competitive. This is key to making sure that there areno major impediments to success within your own organization.15

Test and TemperWith a draft of your Plan Overview in place, ask for questions from yourplanning team. Identify inconsistencies, question its effectiveness, anddiscuss if there are ways to improve it. Ask yourselves questions such as:Do we know what our consumers want right now?Do we know what our competition is doing?Will our offering lure people back?Are we making an emotional connection?Will our creative show through the noise?Do we have a strong call to action?Are we connecting online habits back to offline operations?Are we taking experiential to new levels?Are we making our loyal base feel rewarded?Are we taking advantage of the new channels that have emergedand dominated?Can we collaborate more with partners and influencers forincreased audience?Do we have milestones planned for celebrations?Make only the changes to the plan that you are confidentwill improve results. Poking holes in your plan at this stagewill both improve the plan as well as prepare you for thediscussions with management that come next.16

The best plansare simple.Limit yourself tono more thanthree strategies.17

STEP5Launch ChecklistGet everything in place and ready for an immediate launch as soon as you say “Go!” Communicate the plan and gain buy-in from leadership, marketing team, stakeholdersand vendors. Does everyone know what is expected of them?Clear any financial hurdles—credit terms, bid process, approvals, POs.Create the campaign and the executional elements so that they are ready to launch.Clear any regulatory or legal approvals.Put technology in place and test for commerce, marketing automation, CRM on newmarketing programs/products. Train consumer facing staff on the information they need. Prepare for any issues—updated crisis communications plan. Other: PREPARE FOR ANIMMEDIATE STARTThe power of a Quick Pivot is in the timing of its execution. This process isdesigned to quickly create a plan to nimbly react to a market opportunity thatmay or may not arise while conditions are rapidly changing. Once the marketconditions become right for a promotional strategy, time wasted before launchreduces the strategy’s effectiveness. Rapidly getting approval for your plan isboth critical and manageable. First, follow the Launch Checklist below to ensureyour plan is actionable.Launch ChecklistCommunicate the plan and gain buy-in fromleadership, marketing team, stakeholders and vendors.Does everyone know what is expected of them?Clear any financial hurdles—credit terms, bid process,approvals, POs.Create the campaign and the executional elementsso that they are ready to launch.Clear any regulatory or legal approvals.Put technology in place and test for commerce,marketing automation, CRM on new marketingprograms/products.Train consumer facing staff on the informationthey need.Prepare for any issues—updated crisiscommunications plan.Other:

Present and Get Plan ApprovalWith the plan outlined, understood,and actionable, you are ready to getmanagement approval. We createda Five-Slide Marketing Strategypresentation that we find to be themost effective way to share your planwith others and lead the effort forward.Using the presentation outline to get youstarted, hone down the information youcreated during this process to show howyou arrived at your strategy.Slide 1The presentation should show your workin a way that leads others through theprocess, so “erase” the extra marks thatare distracting. If you can’t reduce yourideas into these five slides, it may bethat your big picture plan is not focusedenough or that your plan overview doesnot naturally flow out of the previousslides’ work. Summarize the most important and relevant information Gets to the core issues about your consumers,competition, the industry, and the general conditionsQuick Situation ReportConsumersWho came, stayed or left?CompetitionIndustryWho is financially unstable?What do people think aboutthis category right now?What are they buying nowand why?Who is picking up the mostmarket share?What are they saying about me?How satisfied are they?Are there any new sources ofcompetition? New alliances?What do people expect orwant now that they did notbefore?What successes and failureshave we had recently?Who is doing somethingimpressive?What innovations haveoccurred during this time?What would they like from me?What are some topmessages/ads?ConditionsHow has media consumption changed? Which media are rising/falling? Media costs?What are trends in the economy in my geography? How is this impacting different segments of society?What are the general mood, tastes and trends that are pervasive?Concept MappingCautious optimismFoodCost-consciousA small bright spotin your dayBusy MomsSweeterShelf-lifeBulk purchasingConvenienceHappinessMagicalEating out on the riseEasy and healthy sidethe whole family will likein their lunchesAbundantEveryone mattersHealth-consciousSupport local businessSpending time outdoorsEarth-kindHardworkingTastes the same every timePremiumKnow what you are gettingwhen someone else ispicking your produceWork/school lunchesEXTERNAL Map out the relationships you can make between yourbrand traits and current trendsINTERNALSlide 2Home cooking/scratch recipesMeals togetherBored/Groundhog DayCurbside & DeliverySlide 3Slide 4 Turn those points of intersections from your conceptmap into products that you can promotePromotional Slate Provide a simple framework that outlines your planoverviewPlan Overview Follow the “Considerations” checklist to make sure toaddress the key pointsSlide 5 Communicate the plan and address all financial andlegal/regulatory hurdles Make sure everyone is on the same page and knows thenext step for launchITEMRATIONALERELEVANCYPROMOTIONPROMO CONCEPTFamily sizeBest value; opportunityfor discounting; alignswith bulk sizespurchased lessfrequentlySweeter taste healthy side for familylunches/snacks;reliable produce forpick up 1.00 offMommy’s Pick Up!Public health degreesGrowing in popularity;more so withPandemicTap into social good;best value; low riskFirst class online thissummerSummer Good StartAudienceStrategiesActivitiesTarget PersonaMarketing Goals & BudgetMarketing ChannelsCustomer JourneyKey StrategiesTactics & ActivitiesValue PropositionProduct & PromotionMeasures of SuccessTimelineLaunch ChecklistGet everything in place and ready for an immediate launch as soon as you say “Go!” Communicate the plan and gain buy-in from leadership, marketing team, stakeholdersand vendors. Does everyone know what is expected of them? Clear any financial hurdles—credit terms, bid process, approvals, POs. Create the campaign and the executional elements so that they are ready to launch. Clear any regulatory or legal approvals. Put technology in place and test for commerce, marketing automation, CRM on newmarketing programs/products. Train consumer facing staff on the information they need. Prepare for any issues—updated crisis communications plan. Other:19

Your final presentation will look like this:Quick Situation ReportWho came, stayed or left?Concept MappingCompetitionFoodWhat do people think aboutthis category right now?Busy MomsAre there any new sources ofcompetition? New alliances?What do people expect orwant now that they did notbefore?HappinessWho is doing somethingimpressive?What innovations haveoccurred during this time?Who is picking up the mostmarket share?What are they saying about me?How satisfied are they?What successes and failureshave we had recently?What would they like from me?What are some topmessages/ads?SweeterMagicalAbundantEveryone mattersTastes the same every timePremiumHow has media consumption changed? Which media are rising/falling? Media costs?Know what you are gettingwhen someone else ispicking your produceRATIONALERELEVANCYPROMOTIONPROMO CONCEPTBest value; opportunityfor discounting; alignswith bulk sizespurchased lessfrequentlySweeter taste healthy side for familylunches/snacks;reliable produce forpick up 1.00 offMommy’s Pick Up!Public health degreesGrowing in popularity;more so withPandemicTap into social good;best value; low riskFirst class online thissummerSummer Good StartHealth-consciousSupport local businessWork/school lunchesHome cooking/scratch recipesMeals togetherCurbside & Delivery3ITEMEating out on the riseBored/Groundhog DayWhat are the general mood, tastes and trends that are pervasive?Family sizeShelf-lifeSpending time outdoorsWhat are trends in the economy in my geography? How is this impacting different segments of society?Promotional SlateCost-consciousBulk purchasingConvenienceEasy and healthy sidethe whole family will likein their lunchesEarth-kindHardworkingConditionsA small bright spotin your dayPlan Overview4AudienceStrategiesActivitiesTarget PersonaMarketing Goals & BudgetMarketing ChannelsCustomer JourneyKey StrategiesTactics & ActivitiesValue PropositionProduct & PromotionMeasures of SuccessTimelineLaunch ChecklistEXTERNALIndustryWho is financially unstable?What are they buying nowand why?2Cautious optimismINTERNALConsumers15Get everything in place and ready for an immediate launch as soon as you say “Go!” Communicate the plan and gain buy-in from leadership, marketing team, stakeholdersand vendors. Does everyone know what is expected of them?Clear any financial hurdles—credit terms, bid process, approvals, POs.Create the campaign and the executional elements so that they are ready to launch.Clear any regulatory or legal approvals.Put technology in place and test for commerce, marketing automation, CRM on newmarketing programs/products. Train consumer facing staff on the information they need. Prepare for any issues—updated crisis communications plan. Other: Get It Out the Door!While you may feel like the burden of execution is now on your team, youwill want to clear the field for them more than usual. Don’t let perfect be theenemy of the good. You need to develop your materials and execute yourcampaign quickly, which means you will need to keep the scope of projectslean. Tightly align your efforts with other departments and waymake forquick buy-in and approvals.Schedule your presentation, get approval, and be ready foran immediate launch as soon as market conditions dictate.20

Templates are available on the SteelAdvertising Blog at steeladvertising.comNeed Help?If you need help with any part of this process, Steel Advertising isavailable for a “no strings attached” call to answer your questions andprovide guidance. We love helping, especially if you promise to tell usyour success story afterward!Steel teelAdvertising.comAbout Steel AdvertisingBased in Austin, Texas, Steel is a full-service integrated ad agency thatuses a deep understanding of how families make purchase decisions todeliver brands that families love. In close partnership with our clients,Steel unites data, technology, creativity and influence to produce morestunning growth for brands in health, education, food and fun that servethe American family.21

Marketing Strategy. Quickly create, present, and get buy-in on marketing campaigns during rapidly changing circumstances. Speed, flexibility and the ability to innovate and refine quickly while still maintaining foc

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