The document summarizes the evolution of work-based learning from traditional classroom-based approaches to increasingly virtual and adaptive models, as driven by new technologies. It outlines the Centre for Education and Work's journey from paper-based resources and classroom delivery to developing digital and mobile resources, virtual reality simulations, and keeping pace with emerging technologies. This transition required new research, development, and project management methods while ensuring learners' needs remain the priority.
The document summarizes the evolution of work-based learning from traditional classroom-based approaches to incorporating virtual and mobile technologies. It describes the Centre for Education and Work's journey from using paper-based materials to developing interactive online courses, apps, and virtual reality simulations. It highlights both the opportunities and challenges of designing for new technologies and keeping pace with rapid changes in the digital learning space.
Pre presentation - black diamond academy - rev 2tekkieteks
The document describes Black Diamond Academy, which aims to promote STEM education for boys and girls through creative and technological training. The academy's TIGER program involves phases focused on technology, inventing, spiritual development, health, and community engagement. Students will learn skills like CAD, programming, and 3D modeling to develop their own inventions. The academy emphasizes spiritual growth, fitness, and using rewards/points to encourage character development and community service. The goal is to cultivate self-sufficient, educated youth who give back to their families and businesses.
This document discusses incubator models and case studies. It begins with an overview of incubator evolution, diversity, and learning models. Exercises are included to frame problems and design group exercises. Case studies of various incubators are presented, highlighting their architects, photos, and key features. The document concludes with lessons learned from redesigning an incubator space to better integrate it with the surrounding school.
EVG conducted an abbreviated website audit for Lyon College in 2014 to identify issues with the college's newly implemented mobile-responsive website and develop a strategy to address them. The audit included analysis of 50 unique URLs, Google Analytics, and 50 targeted keywords, and resulted in an executive summary of findings and a strategy for improvement.
Social Media and Digital Marketing Apprenticeship (HI RES FOR SCREEN)Jade Davies
This document describes a 14-month Level 3 Advanced Apprenticeship in Social Media and Digital Marketing offered in partnership between Highbury College and New Horizons. Students complete assignments, projects, and exams to earn qualifications in units related to social media, search engine optimization, and website development. Upon completion, students can progress to a Level 4 Apprenticeship or higher education. The program aims to meet the needs of UK employers and is open to those with 5 GCSEs including English and maths who are committed to completing the training.
Stand Out from the Crowd: Olga Sara, HE Relationship Manager, CMIApplet
Presentation to Plymouth University Degree Apprenticeship students highlighting the benefits of being a member of the Chartered Management Institute (CMI)
Waymaker Business Courses: Personalized Learning in 5 Simple StepsLumen Learning
Waymaker courses from Lumen Learning combine personalized learning with open educational resources, to provide a powerful and affordable learning experience. These slides introduce two Waymaker business curriculum courses: Introduction to Business and Principles of Marketing. The presentation walks through what's unique about Waymaker courses and the simple process of setting up a Waymaker course and beginning to teach.
The document summarizes the evolution of work-based learning from traditional classroom-based approaches to increasingly virtual and adaptive models, as driven by new technologies. It outlines the Centre for Education and Work's journey from paper-based resources and classroom delivery to developing digital and mobile resources, virtual reality simulations, and keeping pace with emerging technologies. This transition required new research, development, and project management methods while ensuring learners' needs remain the priority.
The document summarizes the evolution of work-based learning from traditional classroom-based approaches to incorporating virtual and mobile technologies. It describes the Centre for Education and Work's journey from using paper-based materials to developing interactive online courses, apps, and virtual reality simulations. It highlights both the opportunities and challenges of designing for new technologies and keeping pace with rapid changes in the digital learning space.
Pre presentation - black diamond academy - rev 2tekkieteks
The document describes Black Diamond Academy, which aims to promote STEM education for boys and girls through creative and technological training. The academy's TIGER program involves phases focused on technology, inventing, spiritual development, health, and community engagement. Students will learn skills like CAD, programming, and 3D modeling to develop their own inventions. The academy emphasizes spiritual growth, fitness, and using rewards/points to encourage character development and community service. The goal is to cultivate self-sufficient, educated youth who give back to their families and businesses.
This document discusses incubator models and case studies. It begins with an overview of incubator evolution, diversity, and learning models. Exercises are included to frame problems and design group exercises. Case studies of various incubators are presented, highlighting their architects, photos, and key features. The document concludes with lessons learned from redesigning an incubator space to better integrate it with the surrounding school.
EVG conducted an abbreviated website audit for Lyon College in 2014 to identify issues with the college's newly implemented mobile-responsive website and develop a strategy to address them. The audit included analysis of 50 unique URLs, Google Analytics, and 50 targeted keywords, and resulted in an executive summary of findings and a strategy for improvement.
Social Media and Digital Marketing Apprenticeship (HI RES FOR SCREEN)Jade Davies
This document describes a 14-month Level 3 Advanced Apprenticeship in Social Media and Digital Marketing offered in partnership between Highbury College and New Horizons. Students complete assignments, projects, and exams to earn qualifications in units related to social media, search engine optimization, and website development. Upon completion, students can progress to a Level 4 Apprenticeship or higher education. The program aims to meet the needs of UK employers and is open to those with 5 GCSEs including English and maths who are committed to completing the training.
Stand Out from the Crowd: Olga Sara, HE Relationship Manager, CMIApplet
Presentation to Plymouth University Degree Apprenticeship students highlighting the benefits of being a member of the Chartered Management Institute (CMI)
Waymaker Business Courses: Personalized Learning in 5 Simple StepsLumen Learning
Waymaker courses from Lumen Learning combine personalized learning with open educational resources, to provide a powerful and affordable learning experience. These slides introduce two Waymaker business curriculum courses: Introduction to Business and Principles of Marketing. The presentation walks through what's unique about Waymaker courses and the simple process of setting up a Waymaker course and beginning to teach.
Digital Transformation 'Before and After' - 27th October, LondonPrecedent
Evidenced by ‘before and after’ case studies from famous brands and major organisations, Lindsay Herbert (Global Head of Digital) explores how you can build a digital culture and achieve your organisation’s own digital transformation.
You’ll learn about:
- The three stages of digital transformation
- The top six global trends affecting all sectors and industries
- How to craft your own digital vision in order to enhance customer experience, gain competitive advantage, improve engagement and drive down the cost to serve
Lindsay will also share behind-the-scenes insights from Precedent's own transformation programmes, working with clients such as the British Heart Foundation, the University of Aberdeen and Blackrock.
Holistic Procurement Reform in Post-Conflict LiberiaOpen Contracting
The procurement system in post-conflict Liberia had collapsed due to years of civil war, leaving the country without skilled procurement professionals and vulnerable to corruption as it sought to rebuild critical infrastructure. To address this, Liberia implemented a holistic procurement reform effort with support from the World Bank that strengthened regulatory oversight, provided training to government officials, and engaged the private sector. This multi-pronged approach helped improve the efficiency, transparency and cost-effectiveness of procurement, increasing the percentage of the government budget spent on reconstruction to 58% within a few years. Lessons learned included the importance of collaborative efforts across stakeholders and developing sustainable training programs.
Slides from the Resolution Foundation and Social Finance event Building homes for generation rent – can institutional investment meet the challenge? Full details at http://res-fdn.org/16Fjv0y
This document summarizes the priorities and challenges for institutional change in a student retention and success program at the University of Salford (UoS) in the UK. It outlines key student demographics and performance indicators showing above-average non-continuation rates. It then discusses the case for change including findings from the "What Works?" program that identified priorities like belonging, engagement, and relationships. Challenges in implementing institutional change are described along with the response and impact seen, such as disciplinary effects across UoS and cultural changes in student experience. Evaluation methods and learning points are also briefly touched on.
NHS finances: the challenge all political parties need to face - updated tabl...The Health Foundation
View the full set of charts and tables from our 2015 briefing 'NHS finances: the challenge all political parties need to face' - some of the data was updated in May 2015 and this slidepack reflects those updates.
UMW's operating budget totals $111 million for 2015-2016. Key revenue sources include tuition and fees (49%), state taxpayer support (21%), and room and board (17%). Expenditures are primarily for instruction and related support services (57%), auxiliary programs like housing and dining (34%), and student aid (7%). Due to rising costs, UMW faces a budget gap of nearly $2 million that requires either budget cuts, a tuition and fee increase of 3.8%, or a combination of both. UMW's in-state tuition and fees currently rank in the middle among Virginia public universities, while out-of-state costs are lower. The Board of Visitors will finalize the budget and tuition rates for 2016
Public Sector Reform: Challenges and Prospects in Ghana and BeyondEffectiveStates
The document discusses public sector reform challenges and prospects in Ghana and beyond. It covers several key topics:
1) The failure of past public sector reform (PSR) efforts in many countries in Africa and elsewhere, as shown by governance indicators and evaluations that found limited impact.
2) The "old" political challenges to reform, including patronage-based political systems, neo-patrimonialism, and the political and moral economies that resist anti-reform.
3) New approaches to PSR that have emerged, such as those focused on leadership, social accountability, and policy experimentation, but which still face challenges in addressing the deep-seated political issues.
4) The
Past, present and the future of living standards in the Sheffield City RegionResolutionFoundation
The document analyzes living standards in the Sheffield City Region of the UK over the past, present, and future. It finds that while the region recovered from industrial decline in the 1990s and saw growth in the 2000s powered by services, its recovery from the financial crisis has been sluggish. Currently, people are employed but pay is low, with the typical worker making £43 less per week than the UK average. This pay gap is partly due to lower productivity and the prevalence of low-paying industries in the region. Looking ahead, the National Living Wage may reduce low-paid work but also pose new challenges to help workers advance. Overall, the region needs to strengthen devolution efforts and take steps to raise
CYBERCRIMES IN TANZANIA LEGAL AND INSTITUTIONAL CHALLENGESIddi Yassin, Esq.
This document is a research report submitted for a bachelor's degree at Mzumbe University. It examines cybercrimes in Tanzania and the legal and institutional challenges in combating them. The report contains five chapters that discuss: 1) an introduction and background to cybercrimes; 2) a conceptual framework of cybercrimes; 3) the legal and institutional frameworks at international, regional and national levels; 4) research findings and data analysis; and 5) conclusions and recommendations. The report finds that Tanzania's laws do not adequately protect against cybercrimes and that there are insufficient institutional frameworks to effectively address the problem. It recommends enacting robust cybercrime legislation, training law enforcement, educating the public, and increasing
Digital Transformation in Higher Education - The Changing Student RelationshipAndy Steer
Slide Deck delivered at SAP's Digital Transformation for Public Services event.
If you think that SAP and higher education is just about finance and HR then think again.
As SAP’s chosen Global Partner for higher education, itelligence are focused on bringing real innovation to your sector. From back office systems that save you time and money to consumer grade engagement platforms that drive student and staff recruitment, retention, and performance through to big data and analytic solutions that deliver actionable insight early to promote positive outcomes.
Bringing the best in SAP Consulting know-how and a range of services from implementation, training, support, and hosting, itelligence is the partner for tomorrow’s higher education institution.
Prospective Student Web Content Team - University of Edinburgh intro sessionNeil Allison
Introductory presentation and workshop organised by the University of Edinburgh's new Prospective Student Web Content Team. Sessions run for University staff involved in web marketing, recruitment and admissions during December 2019.
Univate: Your University is your best IncubatorJide Adebayo
Universities are filled with student and alumni innovations that are often abandoned due to difficulties leveraging university resources and networks. Univate provides a platform to connect innovators within universities to share skills, form teams, access resources and funding, gather feedback on projects through milestones and tasks, and iterate on ideas. Their business model involves free basic memberships and paid tiered memberships for additional tools and data, as well as charging outside organizations to interface with university projects.
Creating a consistent web experience across all facultiesSarah Khan
This document provides an overview of an initiative to create consistent web experiences across faculties at the University of Calgary. It discusses the discovery process, which included surveys and meetings to understand user needs. It also describes the design and development of a new Drupal platform with common navigation, content blocks, and functionality like news, events, profiles and forms. Implementation involved partnering with a faculty, providing training materials, and adopting an agile process. Results included a 40% reduction in pages, increased traffic and engagement. Lessons learned emphasize the importance of business readiness, relocating teams, transition planning, and establishing a sustainable operating model.
TERMINALFOUR t44u 2009 - Glasgow Caledonian University Case StudyTerminalfour
The document discusses the redesign of Glasgow Caledonian University's website to better serve students and other users in a more socially connected world. It overviews the roles of Different Ltd and GCU in the redesign process, and how the new site was developed based on user research and requirements within a content management system. Special attention was paid to governance policies and structures to maintain consistency and focus on key priorities like student recruitment across the expanding digital presence.
Karan KAUSHISH has over 15 years of experience in strategy and marketing roles. He holds an MSc in Management Research from Oxford University and a Bachelors in Commerce from Victoria University of Wellington. His work experience includes strategic roles at SK Projects, Deloitte, Accenture, and Meridian Energy focusing on marketing, analytics, strategy development, and project management. He has led numerous projects for clients across various industries involving business analysis, process improvement, and digital transformation.
This webinar covered Jisc's Digital Experience Insights service, which conducts surveys of students and staff to understand their digital experiences and identify areas for improvement. The webinar agenda included introductions, an overview of the service, guidance on setting up an institutional insights project, tips for getting started with the surveys, and announcements of new developments. Representatives from the Digital Experience Insights team were on hand to answer any questions about using the service.
1.1 INTRODUCTION
CHAPTER 1
Brand preference is important for businesses looking to make repeat customers out of their audience because it creates awareness and helps businesses to develop a robust reputation. As a longstanding strategy, establishing brand preference helps to extend revenue, profit, and market share. It also plays a role in framework brand equity which determines a brand’s popularity and strength in the market against competitors. Market research helps expose buyers’ purchasing motive, and their wants and needs, helping businesses to drive the brand preference of their products.
The power of brand
Brand compass all aspects of a business’ image, including packaging, advertising claims, customer touch points, and marketing communications. It is important for businesses to authorize branding because whether consciously or not, buyers directly relate a brand to the product itself.
Well-established brands reap several benefits, such as:
Higher customer choice: Customers are more assuring to choose a product from a brand they know and will often become loyal to a particular brand if they trust its products and feel its aspects match their needs, e.g., value, quality, reliability. Increased market share: A powerful brand will belief out in the market against its competitors, using its differentiation to gain (and maintain) market share by presenting buyers with a unique vision that other brands do not offer.
Easier product fire: Introducing a new product to the market is much easier for established brands, as the business does not need to use as many resources to build awareness and hope, relying instead on existing customers for support. We see the facility of brand name at run through large companies with products in highly competitive contexts.
For example, Apple holds the bulk of market share for smartphones with the iPhone, with its branding playing a serious role during this. Buyers realize iPhones as innovative, reliable, and at the forefront of technology. Apple drives this image through its sleek packaging, premium pricing, perspective customer service, and inspirational messaging. Even though the relatively higher price of the iPhone related to some of its competitors, Apple customers are loyal to the brand because it represents values that align with theirs, such as style of living and beliefs — not just the amount.
Brand equity vs brand preference
Buyers’ perception of a brand’s image is mentioned as brand equity, as an example, a highly recognised brand that's known for producing quality amount is claimed to possess “positive brand equity”. To achieve positive brand equity, businesses must first provide brand preference by using strategic promotional, marketing, and advertising techniques that appeal to their target audience. Brand equity is developed extra as a consumer’s relationship with the brand developments and is consists of three elements:
• Brand awareness: Do buyers know about the brand? Businesses
IWMW 2003: Web Strategies: Bridging a ContinentIWMW
Slides for plenary talk on "Web Strategies: Bridging a Continent" given by David Supple at the IWMW 2003 event held at the University of Kent on 11-13 June 2003.
See http://www.ukoln.ac.uk/web-focus/events/workshops/webmaster-2003/sessions/#talk-3
On Tuesday 27th April 2021, KTN in partnership with Innovate UK and BEIS, hosted a Management Knowledge Transfer Partnerships (KTPs) – An interactive guide event. This webinar will provide you with the opportunity to hear from KTN’s experienced Knowledge Transfer Adviser Team who help deliver the KTPs / Management KTPs Programme. The webinar also showcases case studies from businesses and academics who are currently involved in Management KTP projects.
Iamclever.ru is an e-learning platform that helps users assess their knowledge and create personalized learning plans through online courses. It was developed by the State University of Higher School of Economics. The platform addresses issues with traditional education by making learning more accessible through free, high-quality online courses. Users can evaluate their skills, see a visual profile, track their progress, and share accomplishments. Target audiences include job seekers, professionals, and companies. The founders plan to generate revenue through users, employers, and educational content providers. Competitors include other online learning and assessment platforms. The founders have experience in business and technology and are currently developing the platform's algorithm and business model.
UX STRAT Europe, Susanne van Mulken: "Lifting Off from the UX Plateau"UX STRAT
Susanne van Mulken presented on lifting organizations off the "UX plateau" using a new Customer Experience (CX) framework. She discussed experiences using this framework with two clients:
A) PostNL, a mail carrier, and CZ, a health insurer;
B) PostNL focused on strategic capabilities while CZ emphasized tactical changes;
C) Both clients saw improved customer satisfaction after implementing the CX framework to professionalize their UX teams, better position UX strategically, and balance strategic and operational design work.
Digital Transformation 'Before and After' - 27th October, LondonPrecedent
Evidenced by ‘before and after’ case studies from famous brands and major organisations, Lindsay Herbert (Global Head of Digital) explores how you can build a digital culture and achieve your organisation’s own digital transformation.
You’ll learn about:
- The three stages of digital transformation
- The top six global trends affecting all sectors and industries
- How to craft your own digital vision in order to enhance customer experience, gain competitive advantage, improve engagement and drive down the cost to serve
Lindsay will also share behind-the-scenes insights from Precedent's own transformation programmes, working with clients such as the British Heart Foundation, the University of Aberdeen and Blackrock.
Holistic Procurement Reform in Post-Conflict LiberiaOpen Contracting
The procurement system in post-conflict Liberia had collapsed due to years of civil war, leaving the country without skilled procurement professionals and vulnerable to corruption as it sought to rebuild critical infrastructure. To address this, Liberia implemented a holistic procurement reform effort with support from the World Bank that strengthened regulatory oversight, provided training to government officials, and engaged the private sector. This multi-pronged approach helped improve the efficiency, transparency and cost-effectiveness of procurement, increasing the percentage of the government budget spent on reconstruction to 58% within a few years. Lessons learned included the importance of collaborative efforts across stakeholders and developing sustainable training programs.
Slides from the Resolution Foundation and Social Finance event Building homes for generation rent – can institutional investment meet the challenge? Full details at http://res-fdn.org/16Fjv0y
This document summarizes the priorities and challenges for institutional change in a student retention and success program at the University of Salford (UoS) in the UK. It outlines key student demographics and performance indicators showing above-average non-continuation rates. It then discusses the case for change including findings from the "What Works?" program that identified priorities like belonging, engagement, and relationships. Challenges in implementing institutional change are described along with the response and impact seen, such as disciplinary effects across UoS and cultural changes in student experience. Evaluation methods and learning points are also briefly touched on.
NHS finances: the challenge all political parties need to face - updated tabl...The Health Foundation
View the full set of charts and tables from our 2015 briefing 'NHS finances: the challenge all political parties need to face' - some of the data was updated in May 2015 and this slidepack reflects those updates.
UMW's operating budget totals $111 million for 2015-2016. Key revenue sources include tuition and fees (49%), state taxpayer support (21%), and room and board (17%). Expenditures are primarily for instruction and related support services (57%), auxiliary programs like housing and dining (34%), and student aid (7%). Due to rising costs, UMW faces a budget gap of nearly $2 million that requires either budget cuts, a tuition and fee increase of 3.8%, or a combination of both. UMW's in-state tuition and fees currently rank in the middle among Virginia public universities, while out-of-state costs are lower. The Board of Visitors will finalize the budget and tuition rates for 2016
Public Sector Reform: Challenges and Prospects in Ghana and BeyondEffectiveStates
The document discusses public sector reform challenges and prospects in Ghana and beyond. It covers several key topics:
1) The failure of past public sector reform (PSR) efforts in many countries in Africa and elsewhere, as shown by governance indicators and evaluations that found limited impact.
2) The "old" political challenges to reform, including patronage-based political systems, neo-patrimonialism, and the political and moral economies that resist anti-reform.
3) New approaches to PSR that have emerged, such as those focused on leadership, social accountability, and policy experimentation, but which still face challenges in addressing the deep-seated political issues.
4) The
Past, present and the future of living standards in the Sheffield City RegionResolutionFoundation
The document analyzes living standards in the Sheffield City Region of the UK over the past, present, and future. It finds that while the region recovered from industrial decline in the 1990s and saw growth in the 2000s powered by services, its recovery from the financial crisis has been sluggish. Currently, people are employed but pay is low, with the typical worker making £43 less per week than the UK average. This pay gap is partly due to lower productivity and the prevalence of low-paying industries in the region. Looking ahead, the National Living Wage may reduce low-paid work but also pose new challenges to help workers advance. Overall, the region needs to strengthen devolution efforts and take steps to raise
CYBERCRIMES IN TANZANIA LEGAL AND INSTITUTIONAL CHALLENGESIddi Yassin, Esq.
This document is a research report submitted for a bachelor's degree at Mzumbe University. It examines cybercrimes in Tanzania and the legal and institutional challenges in combating them. The report contains five chapters that discuss: 1) an introduction and background to cybercrimes; 2) a conceptual framework of cybercrimes; 3) the legal and institutional frameworks at international, regional and national levels; 4) research findings and data analysis; and 5) conclusions and recommendations. The report finds that Tanzania's laws do not adequately protect against cybercrimes and that there are insufficient institutional frameworks to effectively address the problem. It recommends enacting robust cybercrime legislation, training law enforcement, educating the public, and increasing
Digital Transformation in Higher Education - The Changing Student RelationshipAndy Steer
Slide Deck delivered at SAP's Digital Transformation for Public Services event.
If you think that SAP and higher education is just about finance and HR then think again.
As SAP’s chosen Global Partner for higher education, itelligence are focused on bringing real innovation to your sector. From back office systems that save you time and money to consumer grade engagement platforms that drive student and staff recruitment, retention, and performance through to big data and analytic solutions that deliver actionable insight early to promote positive outcomes.
Bringing the best in SAP Consulting know-how and a range of services from implementation, training, support, and hosting, itelligence is the partner for tomorrow’s higher education institution.
Prospective Student Web Content Team - University of Edinburgh intro sessionNeil Allison
Introductory presentation and workshop organised by the University of Edinburgh's new Prospective Student Web Content Team. Sessions run for University staff involved in web marketing, recruitment and admissions during December 2019.
Univate: Your University is your best IncubatorJide Adebayo
Universities are filled with student and alumni innovations that are often abandoned due to difficulties leveraging university resources and networks. Univate provides a platform to connect innovators within universities to share skills, form teams, access resources and funding, gather feedback on projects through milestones and tasks, and iterate on ideas. Their business model involves free basic memberships and paid tiered memberships for additional tools and data, as well as charging outside organizations to interface with university projects.
Creating a consistent web experience across all facultiesSarah Khan
This document provides an overview of an initiative to create consistent web experiences across faculties at the University of Calgary. It discusses the discovery process, which included surveys and meetings to understand user needs. It also describes the design and development of a new Drupal platform with common navigation, content blocks, and functionality like news, events, profiles and forms. Implementation involved partnering with a faculty, providing training materials, and adopting an agile process. Results included a 40% reduction in pages, increased traffic and engagement. Lessons learned emphasize the importance of business readiness, relocating teams, transition planning, and establishing a sustainable operating model.
TERMINALFOUR t44u 2009 - Glasgow Caledonian University Case StudyTerminalfour
The document discusses the redesign of Glasgow Caledonian University's website to better serve students and other users in a more socially connected world. It overviews the roles of Different Ltd and GCU in the redesign process, and how the new site was developed based on user research and requirements within a content management system. Special attention was paid to governance policies and structures to maintain consistency and focus on key priorities like student recruitment across the expanding digital presence.
Karan KAUSHISH has over 15 years of experience in strategy and marketing roles. He holds an MSc in Management Research from Oxford University and a Bachelors in Commerce from Victoria University of Wellington. His work experience includes strategic roles at SK Projects, Deloitte, Accenture, and Meridian Energy focusing on marketing, analytics, strategy development, and project management. He has led numerous projects for clients across various industries involving business analysis, process improvement, and digital transformation.
This webinar covered Jisc's Digital Experience Insights service, which conducts surveys of students and staff to understand their digital experiences and identify areas for improvement. The webinar agenda included introductions, an overview of the service, guidance on setting up an institutional insights project, tips for getting started with the surveys, and announcements of new developments. Representatives from the Digital Experience Insights team were on hand to answer any questions about using the service.
1.1 INTRODUCTION
CHAPTER 1
Brand preference is important for businesses looking to make repeat customers out of their audience because it creates awareness and helps businesses to develop a robust reputation. As a longstanding strategy, establishing brand preference helps to extend revenue, profit, and market share. It also plays a role in framework brand equity which determines a brand’s popularity and strength in the market against competitors. Market research helps expose buyers’ purchasing motive, and their wants and needs, helping businesses to drive the brand preference of their products.
The power of brand
Brand compass all aspects of a business’ image, including packaging, advertising claims, customer touch points, and marketing communications. It is important for businesses to authorize branding because whether consciously or not, buyers directly relate a brand to the product itself.
Well-established brands reap several benefits, such as:
Higher customer choice: Customers are more assuring to choose a product from a brand they know and will often become loyal to a particular brand if they trust its products and feel its aspects match their needs, e.g., value, quality, reliability. Increased market share: A powerful brand will belief out in the market against its competitors, using its differentiation to gain (and maintain) market share by presenting buyers with a unique vision that other brands do not offer.
Easier product fire: Introducing a new product to the market is much easier for established brands, as the business does not need to use as many resources to build awareness and hope, relying instead on existing customers for support. We see the facility of brand name at run through large companies with products in highly competitive contexts.
For example, Apple holds the bulk of market share for smartphones with the iPhone, with its branding playing a serious role during this. Buyers realize iPhones as innovative, reliable, and at the forefront of technology. Apple drives this image through its sleek packaging, premium pricing, perspective customer service, and inspirational messaging. Even though the relatively higher price of the iPhone related to some of its competitors, Apple customers are loyal to the brand because it represents values that align with theirs, such as style of living and beliefs — not just the amount.
Brand equity vs brand preference
Buyers’ perception of a brand’s image is mentioned as brand equity, as an example, a highly recognised brand that's known for producing quality amount is claimed to possess “positive brand equity”. To achieve positive brand equity, businesses must first provide brand preference by using strategic promotional, marketing, and advertising techniques that appeal to their target audience. Brand equity is developed extra as a consumer’s relationship with the brand developments and is consists of three elements:
• Brand awareness: Do buyers know about the brand? Businesses
IWMW 2003: Web Strategies: Bridging a ContinentIWMW
Slides for plenary talk on "Web Strategies: Bridging a Continent" given by David Supple at the IWMW 2003 event held at the University of Kent on 11-13 June 2003.
See http://www.ukoln.ac.uk/web-focus/events/workshops/webmaster-2003/sessions/#talk-3
On Tuesday 27th April 2021, KTN in partnership with Innovate UK and BEIS, hosted a Management Knowledge Transfer Partnerships (KTPs) – An interactive guide event. This webinar will provide you with the opportunity to hear from KTN’s experienced Knowledge Transfer Adviser Team who help deliver the KTPs / Management KTPs Programme. The webinar also showcases case studies from businesses and academics who are currently involved in Management KTP projects.
Iamclever.ru is an e-learning platform that helps users assess their knowledge and create personalized learning plans through online courses. It was developed by the State University of Higher School of Economics. The platform addresses issues with traditional education by making learning more accessible through free, high-quality online courses. Users can evaluate their skills, see a visual profile, track their progress, and share accomplishments. Target audiences include job seekers, professionals, and companies. The founders plan to generate revenue through users, employers, and educational content providers. Competitors include other online learning and assessment platforms. The founders have experience in business and technology and are currently developing the platform's algorithm and business model.
UX STRAT Europe, Susanne van Mulken: "Lifting Off from the UX Plateau"UX STRAT
Susanne van Mulken presented on lifting organizations off the "UX plateau" using a new Customer Experience (CX) framework. She discussed experiences using this framework with two clients:
A) PostNL, a mail carrier, and CZ, a health insurer;
B) PostNL focused on strategic capabilities while CZ emphasized tactical changes;
C) Both clients saw improved customer satisfaction after implementing the CX framework to professionalize their UX teams, better position UX strategically, and balance strategic and operational design work.
CDRC Masters Research Dissertation Programme - Call for PartnersGuy Lansley
Following another successful year of the CDRC Retail Masters Dissertation Programme, we are now seeking proposals from businesses for new projects due to commence next spring
For more information please visit: www.cdrc.ac.uk/retail-masters/information-for-retailers/
There is so much talk about Agile, but there are many misconceptions. Is it only for IT departments and software development? Can these techniques be used elsewhere?
This presentation will outline, in non-technical language, the full scope of Agile and how it applies across any organisation. Successful Agile transformations occur when organisations think differently about work, teams, and accountability. The Agile mindset is critical for success in 21st century organisations, and all professionals will benefit from attending this informative session. Learn why those using an Agile approach can lead to higher productivity as teams deliver more work without spending additional time.
What is the Agile mindset? What are the main misconceptions of Agile and how do they contribute to the ineffective application of Agile? How can organisations use Agile effectively? What is the business value of adopting a best-practices based Agile approach?
#AGR14 The commonalities between David Beckham & a graduate careers fair - SkyEmmaAGR
David Beckham and graduate careers fairs both aim to connect young people with opportunities. Sky's youth engagement strategy links individual youth programs to company needs through discussions. Graduate recruitment changes include using social media, reviewing attended universities, and on-campus assessment centers. Successes so far include filling all graduate roles early and reducing costs through process changes like fewer candidates at assessment centers.
User Experience Service - Digital Transformation Board update - University of...Neil Allison
Briefing on the past 12 months' work and achievements of the User Experience Service, and looking ahead to the next year. Delivered to the University of Edinburgh Digital Transformation Board, 9 May 2018
The document summarizes the transformation process undertaken by Houston Community College (HCC). It involved broad engagement with stakeholders, data collection from various studies, and research. Key findings from the research indicated a need for HCC to leverage its size and resources, create a clear vision, eliminate inefficiencies, and align priorities. The transformation plan proposes institutes of excellence focused on high-demand industry areas located across HCC's multiple college districts. This aims to increase the institution's capacity, efficiency, and funding opportunities while improving the student experience and success.
The document describes the values, culture, and benefits of working at a recruitment company called Amida. Amida aims to create a fun, positive work environment for its employees and values expertise, positivity, innovation, efficiency and accountability. It offers competitive benefits like commission-based pay, career progression opportunities, training programs, and a globally shared candidate database. The leadership team has extensive recruitment experience and Amida emphasizes building a sustainable, ethical business.
Anantharaj Couppane has over 12 years of experience as a digital project manager and tester. He has led teams of up to 30 people on projects for clients such as Sanofi and British Telecom. His responsibilities include project planning, resource management, testing, and delivering projects on time. He is proficient in test planning, test case development, and defect tracking using tools like Quality Center.
Maximize Your Efficiency with This Comprehensive Project Management Platform ...SOFTTECHHUB
In today's work environment, staying organized and productive can be a daunting challenge. With multiple tasks, projects, and tools to juggle, it's easy to feel overwhelmed and lose focus. Fortunately, liftOS offers a comprehensive solution to streamline your workflow and boost your productivity. This innovative platform brings together all your essential tools, files, and tasks into a single, centralized workspace, allowing you to work smarter and more efficiently.
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...Rokibul Hasan
The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
Through the DMAIC approach (Define, Measure, Analyze, Improve, Control), the research identifies low productivity as the primary problem in the Sampling Section, with a PPH (Productivity per head) of only 4.0. Using Lean Management techniques such as 5S, Standardized work, PDCA/Kaizen, KANBAN, and Quick Changeover, the study addresses issues such as pre and post Quick Changeover (QCO) time, improper line balancing, and sudden plan changes.
The research employs regression analysis to test hypotheses, revealing a significant correlation between reducing QCO time and increasing productivity. With a regression equation of Y = -0.000501X + 6.72 and an R-squared value of 0.98, the study demonstrates a strong relationship between the independent variables (QCO downtime and improper line balancing downtime) and the dependent variable (productivity per head).
The findings suggest that by implementing Lean Management practices and addressing key productivity inhibitors, RMG factories can achieve substantial improvements in efficiency and profitability. The study provides valuable insights for practitioners, policymakers, and researchers seeking to enhance productivity in the RMG industry and similar manufacturing sectors.
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...Samirsinh Parmar
Disaster management;
Cyclone Disaster Management;;
Biparjoy Cyclone Case Study;
Meteorological Observations;
Best practices in Disaster Management;
Synchronization of Agencies;
GSDMA in Cyclone disaster Management;
History of Cyclone in Arabian ocean;
Intensity of Cyclone in Gujarat;
Cyclone preparedness;
Miscellaneous observations - Biparjoy cyclone;
Role of social Media in Disaster Management;
Unique features of Biparjoy cyclone;
Role of IMD in Biparjoy Prediction;
Lessons Learned; Disaster Preparedness; published paper;
Case study; for disaster management agencies; for guideline to manage cyclone disaster; cyclone management; cyclone risks; rescue and rehabilitation for cyclone; timely evacuation during cyclone; port closure; tourism closure etc.
This presentation, "The Morale Killers: 9 Ways Managers Unintentionally Demotivate Employees (and How to Fix It)," is a deep dive into the critical factors that can negatively impact employee morale and engagement. Based on extensive research and real-world experiences, this presentation reveals the nine most common mistakes managers make, often without even realizing it.
The presentation begins by highlighting the alarming statistic that 70% of employees report feeling disengaged at work, underscoring the urgency of addressing this issue. It then delves into each of the nine "morale killers," providing clear explanations and illustrative examples.
1. Ignoring Achievements: The presentation emphasizes the importance of recognizing and rewarding employees' efforts, tailored to their individual preferences.
2. Bad Hiring/Promotions & Broken Promises: It reveals the detrimental effects of poor hiring and promotion decisions, along with the erosion of trust that results from broken promises.
3. Treating Everyone Equally & Tolerating Poor Performance: This section stresses the need for fair treatment while acknowledging that employees have different needs. It also emphasizes the importance of addressing poor performance promptly.
4. Stifling Growth & Lack of Interest: The presentation highlights the importance of providing opportunities for learning and growth, as well as showing genuine care for employees' well-being.
5. Unclear Communication & Micromanaging: It exposes the frustration and resentment caused by vague expectations and excessive control, advocating for clear communication and employee empowerment.
The presentation then shifts its focus to the power of recognition and empowerment, highlighting how a culture of appreciation can fuel engagement and motivation. It provides actionable takeaways for managers, emphasizing the need to stop demotivating behaviors and start actively fostering a positive workplace culture.
The presentation concludes with a strong call to action, encouraging viewers to explore the accompanying blog post, "9 Proven Ways to Crush Employee Morale (and How to Avoid Them)," for a more in-depth analysis and practical solutions.
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...LinghuaKong2
M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge.The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition.The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...ssuserf63bd7
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd test bank.docx
https://qidiantiku.com/test-bank-for-small-business-management-an-entrepreneurs-guidebook-8th-edition-by-mary-jane-byrd.shtml
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024Neal Elbaum
In the ever-evolving world of logistics, staying ahead of the curve is crucial. Industry expert Neal Elbaum highlights the top five trends shaping the logistics industry in 2024, offering valuable insights into the future of supply chain management.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...
The Challenge Is Institutional: Merging Customer Needs With New Operating Realities
1. The Challenge is Institutional:
Merging Customer Needs with New Operating Realities
Mike McConnell
University of Aberdeen
2. Why You Don’t Need a New Website
Mike McConnell
University of Aberdeen
3. Why You Don’t Just Need a New Website
Mike McConnell
University of Aberdeen
4.
5. We’re implementing
a new CMS!!
We’re half way
through a branding
exercise!
We’re going
responsive! (on the
top level pages)
We’re implementing
a new CMS, also!!
We’re going to
Terminal 4!
We’re leaving
Terminal 4!
We’ve got a new IA!
We’re merging Squiz
with Google
appliance thingy!
I used to be creative!
Trying Agile!
(with Prince 2)
Templates! jQuery!
SiteImprove! Cluck
cluck cluck!
6. Why You Don’t Need a New Website Project
Mike McConnell
University of Aberdeen
9. www.abdn.ac.uk
Our big fat web project
• 18 months!
• New CMS!
• 6 developers!
• Committees!
• PRINCE 2!
• Colleges! Schools! Marketing! Etc!
• Horse-trading!
• Fights!
• Ennui! Despair! Self-loathing!
• Committees!
• Committees!
10. www.abdn.ac.uk
Our big fat web project
Yes! No!
Single template Content authors
Content managed Content strategy
Universal navigation Brand and ‘message’
Uniform design Analytics, metrics, user data
Highly customisable Customer focus
Changes can be applied globally Social media
Easy to use for non technical authors Capture of customer data
Controlled and secure Strategic development
11. www.abdn.ac.uk
Our big fat web project
Yes! No!
Single template Content authors
Content managed Content strategy
Universal navigation Brand and ‘message’
Uniform design Analytics, metrics, user data
Highly customisable Customer focus
Changes can be applied globally Social media
Easy to use for non technical authors Capture of customer data
Controlled and secure Strategic development
19. www.abdn.ac.uk
Digital Strategy Group
“To provide high level
direction for the delivery
and resourcing of the
University’s digital
engagement, including the
production of an overall
digital strategy”
25. www.abdn.ac.uk
Invitation to Tender
…to define a digital vision for the University of
Aberdeen; to ensure that this is embedded in
University strategy, and to help assess what
people, systems and processes are necessary
to deliver this vision
26. www.abdn.ac.uk
Proposed stages
1. Discovery: understand current capabilities and
activities; market and customer analysis
2. Vision - identify opportunities and strategic
aims; prioritise ideas; research these with target
groups; develop an operating model
3. Planning: produce a high level business plan
with options and recommendations
28. www.abdn.ac.uk
Responses
• 17 bids
• Great variance in cost 18K-300K
• Great variance in activities and outputs
• 2 types of response:
• digital design agencies
• enterprise architecture approaches
Precedent/KPMG appointed
35. www.abdn.ac.uk
Discovery
• 5 week process
• 7 one-to-one interviews
• 8 Group Workshops
• Over 100 staff involved
• Market and customer analysis
• Decide focus areas (scope)
• 192 page report
36. www.abdn.ac.uk
Discovery - internal
• Many different systems
• Many with usability issues
• Paper-based / manual processes
• Different processes required by different
sections
• Lack of unified CRM
• Under-utilisation of applications
• Lack of Management Information
• Massive current effort to upgrade university
back office systems (ERP) absorbs most
available change capacity
37. www.abdn.ac.uk
Discovery - external
• aged design
• > 36,000 pages
• findability issues
• calls to action unclear
• mobile unfriendly
• explaining site, not a selling site
• struggles to promote
• struggles to show-off
• struggles to attract
38. www.abdn.ac.uk
Discovery – sector comparison
• promoting the University - poor
• attracting research - OK/poor
• celebrating academics - mixed OK/poor
• being international - poor
• partnering with business - OK
• recruiting students - poor
• social and community outreach - none
41. www.abdn.ac.uk
Scoping
Evaluation criteria Weighting
Level of Waste/Inefficiency/Lost Income (£ pa) 10
Student and Other Stakeholder Engagement 30
Stakeholder satisfaction with Service Delivery 30
Uptake/Adoption of Digital Culture 15
The Development of a Differentiating Brand 15
52. www.abdn.ac.uk
Vision - Focus areas mapped
Undergraduate (UG) Admissions:
• Acquiring, Admitting and Welcoming, Home &
International UG students
Postgraduate Taught (PGT) Admissions
• Acquiring, Admitting and Welcoming, Home &
International PGT students
Student Learning Experience
• Learning Management
• Freeing up the Academics’ year to Teach and
Research more
59. www.abdn.ac.uk
Outline Business Cases (OBCs)
• issue and context
• a summary explanation of
proposed solution
• high level view of indicative
costs and timescales
• summary of all identifiable
risk, issues and
dependencies, including
mitigation/resolution activity
• indicative benefits
realisation timescales where
apparent
60. www.abdn.ac.uk
Planning - OBCs
1. Identify & acquire best in class Student Records System
2. Procure a single end-to-end CRM system
3. Develop a new digital customer interface for the CRM
4. Develop improved management information
5. Enhance access to pastoral and administrative support
6. Improve / consolidate VLE functionality
7. Improve admissions processes
8. Improve web presence and the use of social
engagement
9. Consolidate and improve digital capability
10. Improve the coordination and management of change
65. www.abdn.ac.uk
6 months
• Present to University Management Group
• Governance structure approved and in place
• Digital Strategy Programme Manager in place,
with administrative support
• Head of Experience (or equivalent) identified
• Communications strategy (Internal)
• Map current activities / resources / roles
• Identify quick wins
68. www.abdn.ac.uk
Business Improvement
…to facilitate and catalyse, remove barriers, and
help groups work better together, with the overall
aim of improving the university for students, staff
and other partners.
69. www.abdn.ac.uk
External Relations
• Director of External Relations
• Head of Marketing
• 2 x Digital Communications Officers
• 3 x Digital Marketing Officers
• 1 x Social Media Marketing Officer
• 3 x College Marketing Officers
• 2 x Marketing Officers
• 1 x Internal Comms Officer
73. www.abdn.ac.uk
Conclusion
Web
Something that the University has:
• a website/marketing channel
• a web team
Dealt with by specialists
Digital
Something that the University is:
• services delivered digitally by default
• a seamless customer experience across multiple channels
• all parts of the institution will be digital as integral part of how
they work
76. www.abdn.ac.uk
Picture credits
• “Happy chicken” by Martin Abegglen
https://www.flickr.com/photos/twicepix/2209931934
Creative Commons
• “Queensferry Crossing” by John Sim
https://www.flickr.com/photos/jtsretired/17783107652
Used with explicit permission, all rights reserved
• Iceberg
https://search.creativecommons.org/
Creative Commons
Committee
Marketoonist.com
Used without permission
• Retro clock
http://www.houzz.co.uk/photos/5154089/retro-digital-flip-clock-red-contemporary-clocks
Used without permission
• All seeing eye
Licensed under Public Domain via Wikimedia Commons
https://commons.wikimedia.org/wiki/File:Dollarnote_siegel_hq.jpg#/media/File:Dollarnote_s
iegel_hq.jpg
• Question chicken
https://pixabay.com/
Creative Commons
An alternative title for this presentation might be ‘Why You Don’t Need a New Website’
Or perhaps, ‘Why You Don’t Just Need a New Website’
I want you to imagine you are chickens at the annual ‘Institutional Web Management Chicken Conference’
You are in a plenary and have been asked to introduce yourselves. These are the sorts of things you typically say. Everyone is engaged in some form of web project; CMS project; branding exercise, or a horrible conflation of the three
So the real title is maybe, ‘Why You Don’t Need a New Website Project’
We are always maintaining the old Forth Bridge, which is no longer fit for purpose whilst embroiled in a massive project to create a new bridge, which, by the time it is delivered will also not be fit for purpose
But University websites are simply symptoms of a larger problem
How do I know this? Well, we have been through the same process more than once
Our project delivered a lot of good things, but did not fix a lot of core problems
In essence, it fixed the system issues, but did not fix the institutional culture – the people and the processes behind the website
So the problems with your website are symptomatic of wider institutional issues
So the real title is maybe ‘Why Don’t You Switch Off Your Webserver and Go Out and Do Something Less Boring Instead’. Do something different to address these issues
You need to grasp the opportunities that come your way
But what opportunities are there?
At the University of Aberdeen, we realised that there was all this other digital ‘stuff’ happening but no overarching strategy, plan or direction
We formed a committee to address this
The committee, the Digital Strategy Group, had a remit, but at first we were at a loss to get across to its members the scale of the digital challenge
Until we saw a proof-of-concept student lifecycle personalised web experience from PwC
I don’t have slides of this but it was very similar to the ideas laid out in Precedent’s report, ‘The Digital Campus’
This slide shows an omni-channel view of the student lifecycle. Senior Management (SMT) start realise the business processes, departments and people behind the digital front end
Newly enlightened, we went to tender
An excerpt from the tender which identifies the key elements
We proposed these three stages
Which could be summarised thus
We had a good response; typically two types. Precedent/KPMG were unique in offering front-end/customer digital insight with backend enterprise architecture
This was beautifully encapsulated in this pyramid
Every customer-facing digital development must be supported by a suitable business process or group
Turning our iceberg sideways
Precedent/KPMG responded to our proposed stages and suggested outputs at the end of each
They suggested we look at the potential of digital across our entire operation, but following the Discovery, focus on three key areas. Those abover are for illustration only
The discovery stage looked at our entire operations from within and without; ie, from staff and customer points of view
The internal findings were pretty damning
The external findings were pretty damning
Our benchmarking in the sector was pretty poor
Precedent/KPMG summarised our entire digital estate in one word, ‘Clunky’. This word was used time and again by participants
Precedent/KPMG prepared this array of screenshots of our multiple systems to illustrate how clunky the customer experience is
To decide the three areas of scope (ref slide 33) we produced evaluation criteria for each issue identified, which gave us a weighted total out of 100
We used a prioritisation framework to weight each issue
The focus areas that attracted the most weighting
Armed with these we began the vision stage
The vision stage was an intense process over 5 weeks
It identified a Target Operating Model (TOM) for the institution
Key to this were the missing elements of people and process
The vision stage also produced a Digital Implementation Map, ie, things we needed to do to deliver our vision
This presentation discusses two of these
Our digital forum involved 100 staff working on customer experience (CX) maps for the our focus areas. Staff were extremely enthusiastic and engaged, perhaps to our surprise
We mapped the focus areas to these four CX maps. Further detail is provided later
Precedent/KPMG proposed significant changes to how we organise ourselves around digital
They proposed an entirely new role, a ‘Director of Experience’. Marketing, development and pedagogic staff report to this person, with input from appropriate academic and administrative experts. Governance is provided by the Digital Strategy Group and a complementary Digital Teaching & Learning Group
Precedent/KPMG suggested we might need to recruit some/all of the following roles to support this
The planning stage formalised the CX maps; proposed 10 business cases that would be required to underwrite these, and suggested an aggressive implementation plan
This is a screen shot from the first page of one of the CX maps. It charts the stages of the PG student journey, noting customer activity, needs, influencers and current and ideal satisfaction levels. It then notes the process, people and system changes the University needs to make in order to achieve the ideal future state customer satisfaction level and relates these to the ten business cases
Each business case included these elements
The ten business cases. Many of these were very controversial to the University and there was a degree of defensiveness exhibited in many quarters
The implementation schedule was extremely aggressive and again, some members of the project board were sceptical that this could be affected. Precedent/KPMG were however willing to contract on the basis of these timescales
The University project board was concerned that the University might consider the recommendations too radical and have spent considerable time thinking about how to present the message and the associated investment required
The current funding context is especially challenging
The proposed steps for the next few months
There were significant activities ongoing in the University prior to the consultation that have aided our transformation
We have a huge enterprise resource planning project, OneSource, which covers many of the key enterprise people, process and system changes required
We have a Business Improvement team who are expert at identifying and managing change. This team is skilled in Kaizen, Six Sigma, Lean etc.
We have recently established a new Directorate of External Relations and recruited a huge team of digital-savvy (non developer) staff
We hope this process will bring us from the iceberg problem…
through the pyramid…
…to be a truly digital first institution
This is neatly summarised by Rob Van Tol from Precedent