By: Charles Kellogg
I'm off to the winter games in British Columbia and was remembering the last games in Utah in 2002. Ensuring that a large and complicated project goes off without a hitch when the whole world is watching, as in the Winter Olympics, requires a large degree of dedication, project planning and team work. And so it was for Lyle Nelson when he managed the staging of the Biathlon competition at the 2002 Winter Games held near Salt Lake City, USA. The result was a highly acclaimed competition with strong praise from all the participating countries. We captured the complex process of managing the games in our article for Project Management magazine. I thought this would be a good time to reflect on the lessons learned.
By: Cary Campen, Global Partners Principal
Global Partners Inc. training programs are customized to the unique clients industry and business. We have devised an approach for developing high impact programs which we call Guaranteed First Time Success. This approach ensures that programs are highly relevant and immediately applicable to the client's current business challenges. In building client programs, we leverage our extensive library of Case Study Materials, worldwide database of best practices, and industry research. So, how do we measure success?
We measure the success of training programs using Kirkpatrick's Four Levels of Evaluation. This approach to measuring the success and business impact of training used by world-class businesses and training organizations on every continent.
Using this model, each successive evaluation level is built on information provided by the lower level. Every evaluation should include level one. Most training will benefit from using levels 2, 3, and 4 as well. There isnt a "one-size-fits-all" solution to training. The same is true for evaluating training. Evaluation levels used should be based on content, desired transfer of skills and knowledge, time, and budget. Each successive level represents a more precise measure of effectiveness of the training program, but at the same time required a more rigorous and time-consuming analysis.
Cary Campen is a Principle at Global Partners who focuses on Learning and Performance Improvement. Cary is a Certified Professional in Learning and Performance (CPLP) through the American Society for Training and Development (ASTD), he has been awarded the highest credential for anyone in the field of workplace performance. For more information, readers can contact Cary at CCampen@globalpartnersinc.com.
Mobile Health is
About to Explode But
Key Challenges Remain
Global Partners Prinicipals
Today in the U.S., 45% of the population (133 million) suffers from at least one chronic disease, and they account for 75% of the $1.7 trillion spent on healthcare today. Importantly, two-thirds of adults over 65 have multiple chronic health conditions, and this is the age group least familiar with the internet.
On a personal level, almost everyone knows someone with a chronic disease. Most likely it is a form of diabetes, asthma or congestive heart problems, the three most common chronic illnesses. When chronic disease directly affects someone or involves a friend or relative, people naturally worry as they become acutely aware of their vulnerabilities, yet feel that they cannot spend the time constantly monitoring their state of health. Instead, the natural tendency is to have frequent check-ups and to contact a physician whenever there is some kind of "red flag" or unusual symptom arising.
But often it is too late!
Fortunately, these concerns and risks may soon become passé. The omnipresence of the internet has contributed to phenomenal advancements in remote health monitoring and communications, also known as‘ mHeath', among patients and healthcare professionals - physicians, nurses, providers/insurance carriers, payers and other healthcare administrators. While the technology for mHeath devices has progressed to the point where the ease of adaptation and use should no longer be an issue, major challenges remain, especially involving behavioral changes. And senior citizens who have the highest incidence of multiple chronic diseases are typically the most reluctant to change (by 2030, about 71.5 million will be over 65, compared to 37 million in 2006).
Jay Gronlund is a Principal at Global Partners who focuses in the areas of brand development, new product launch and marketing in emerging economies. For more information, interested readers can contact Jay at email@example.com
David Sanderson is a Principal at Global Partners who focuses in areas at the intersection of technology, consumer products and healthcare. David has over 20 years of international management experience with Global consumer product leaders such as Reebok, technology leaders such as ST Microelectronics and Healthcare leaders such as MedApps. For more information, interested readers can contact Dave at firstname.lastname@example.org
By: Jay Gronlund, Global Partners Principal
Recognizing the daunting challenges for sustaining profitable growth in the future, many companies are increasingly focusing on emerging countries, which represent a high potential opportunity to increase revenues from existing brands. As an example of seeking a fresh perspective for this opportunity, a leading pharmaceutical company recently invited me to conduct a workshop on how to revitalize their core business in developing countries - e.g. in Latin America, Middle East, Central/Eastern Europe and Southeast Asia. Although each country is different in many ways, culturally, economically, politically and regulatory, all participants nevertheless shared the same central challenge: how to improve their product/brand value in view of an entirely different world ahead, especially with the growth of lower price generics and fewer resources available to them.
This situation is common to so many companies today that seek a new paradigm for growth. The current recession has forced managers to become more efficient, or to "do more with less". The old model for building a business primarily through blockbuster product innovations will not be enough in the future. Whether it is a healthcare item, an electronics product, or a B2B service, the challenge of building extraordinary value for products and businesses will be more complex and demanding. This task will require a complete re-assessment of the market and how to position an organization's strengths - in particular, a re-orientation from functional to emotional benefits (e.g. trust and comfort), from product to customer focus, and from established to emerging markets.
Jay Gronlund is a Principal at Global Partners who focuses in the areas of brand development, new product launch and marketing in emerging economies, Jay has been an Adjunct Professor at NYU since 1999, teaching a course on "Positioning and Brand Development". He has also written many articles on different international themes, as well as a book on Branding in the Over-the-Counter pharmaceutical industry. For more information, interested readers can contact Jay at email@example.com
How WOM Can Generate a Meaningful Buzz
Challenge: Do new digital marketing initiatives like word-of-mouth marketing make much sense for B2B situations, and if so, how could companies effectively apply this? The internet has traumatized traditional marketing and is causing every manager in B2C, as well as B2B industries, to re-evaluate his/her marketing options. Harnessing the true power such internet based techniques has been a challenge for all marketers. We know its potential, but how can we ensure that a positive message is actually accepted and spread exponentially to enough target customers to make even challenging methodologies like WOM effort worthwhile? Can B2B marketers learn from B2C success stories? What are the differences and implications for B2B?
Essential Principles for B2B Marketing Success
One should first recognize the pivotal differences between most B2B and B2C marketing endeavors - typically involving type of product, nature of purchase decision-making, pricing sensitivity, target customer mindset and needs, etc. On the other hand, there are some prerequisites for success that each approach has in common, but are even more critical for B2B marketing programs:
• Focus - all smart marketers should identify and concentrate first on their highest potential target audience (i.e. usually heavy users), although the complexity of most B2B decisions warrants a greater understanding of this target customer's needs as a first step for any marketing program
• Relationship Building - a brand is all about creating an impression or perception that will be interpreted as a promise of value. Assuming the product will deliver and meet these expectations, cultivating a relationship with the customer is essential to enhance brand loyalty and equity over time. The standards for initial acceptance, trust or an adequate "comfort zone" for trying a company or product brand are even more rigid for B2B, however, making it more important for businesses to demonstrate their competence and clearly communicate the benefit/promises for their product or service.
• Personalized Marketing - In many cases, the stakes are higher for a B2B decision and the customer demands more than just a product description and price sheet; they want more service, personal sincerity, follow-up and a customized rationale behind the sale. Fortunately the interactive advantages of the internet enable B2B marketers to reach out and serve customers in a more personalized way today.
• Credibility - more than anything else, the low credibility of traditional advertising (76% of consumers don't believe companies tell the truth in advertising - source: MOMMA) has made an interactive medium like internet-driven WOM more popular and in demand. For B2B situations, however, the message must be compelling, relevant, newsworthy and distinctive to excite target customers who are very demanding, and to encourage them to spread new ideas to their peers.
Jay Gronlund is a Principal at Global Partners who focuses in the areas of Ideation, brand development, new product launch and marketing in emerging economies,. Jay has been an Adjunct Professor at NYU since 1999, teaching a course on "Positioning and Brand Development". He has also written many articles on different international themes, as well as a book on Branding in the Over-the-Counter pharmaceutical industry. For more information,interested readers can contact Jay firstname.lastname@example.org.
By: David Sanderson, Global Partners Principal
Today many companies rely on indirect sales channels to provide additional sources of market share and revenue that normally are not attainable with a direct sales force. These channels, if well managed, can provide expanded market share in existing markets, open new markets and be cost effective without a large investment.
Utilized correctly, indirect channels can quickly provide a significant part of corporate revenues and augment a sales cycle in times of economic difficulties. However, in our experience many corporations have indirect channels in place that are underperforming or under utilized. The outcome usually produces limited results and revenues. Based on our experience working with indirect channels, Global Partners Inc. has designed a three-stage approach to aid struggling indirect sales channels. In this article we have outlined this approach and in subsequent articles, we will examine in more detail each stage and various examples in industry.
The challenge is to develop a process that will assist in managing the indirect channels to ensure their long-term success. Building a successful organization requires many elements, which we identify in these stages by outlining the critical success factors. The process can be broken down into three stages: Market Plan, Organization and Management.
For more information or questions about Indirect Sales Channels, you can contact David Sanderson by email at Dsanderson@globalpartnersinc.com or at our Cambridge (MA.) office.