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What does your marketing say about you? More than you think. Before someone gets to know you as a client, they see you through your marketing. High-pressure sales, relentless ads and complicated funnels rely on fear and manipulation. Is this how you want to start a client relationship? Marketing advice for big brands or ecommerce doesn't work for coaches, consultants or freelancers. Tactics, pressure and persuasion rarely attract good clients. When you're marketing yourself and your work, your marketing is a reflection of you. There is another way. Marketing can be both ethical and effective. It's time to reframe your marketing. This book is a practical guide for people who run their own businesses. The 3-step plan will give you clarity about who you want to work with, what value you can offer them and why they can trust you to deliver it. Reframing Marketing is an alternative to ego-driven bulldozer marketing - no more slick tactics, get-rich-quick schemes or high-pressure sales pitches. This book is about ethical marketing that is manageable and connects you with clients who are ready to say yes. I don't believe in tick-box lists or quick fixes that work for everyone, every time - marketing is more personal than that. This book takes you step by step through creating your own effective and ethical personal marketing plan.
Winfluence by award-winning digital strategist Jason Falls, is THE authoritative book about influencer marketing from the perspective of businesses and brands. An invaluable guidebook for marketing managers, small business owners, marketing consultants and agencies alike, the book explains how influencers came to be, how they came to be so powerful, why so many brands are counting on influencer marketing for business success and how anyone who is not, now can. This book not only explains the who, what, when, where, and why of influencer marketing but then adds the how—more specifically and predictably than other books can hope for. It offers detailed guidelines, case studies, cutting-edge ideas, how-tos for measuring success, and more to help any business owner, marketer, agency account person, or digital strategist see and seize the opportunity to drive business results. Through a series of narrative stories, interviews, and case studies, the book illustrates how to take what many people consider good influencer marketing to a new level of success from a long-tail perspective—not short-term, one-off executions.
Media has most definitely evolved, as have the ways in which we contemplate, design, communicate and execute strategy. And rather than technological evolution, we’re plainly in the midst of a technological revolution. We have no choice then but to reframe marketing and PR in the context of 21st Century technology, 21st Century media and disintermediation, and 21st Century articulation of and appreciation for business strategy. “Today, every organization is in the influence business. We influence customers to buy from us, employees to work for us, and the media to write about us. Gone are the days when you could be your own island. Now, to be successful, you need to live within the influence ecosystem and that requires a change of mindset. Fortunately, Philip Sheldrake will show you how.” David Meerman Scott, bestselling author of The New Rules of Marketing & PR and the new hit Real-Time Marketing & PR
1983 veröffentlichte Dr. Richard Norman das erste Buch, das einen integrativen Ansatz zum Management von Dienstleistungsunternehmen beschrieb. Sein neues Buch "Reframing Business" behandelt einen neuen strategischen Ansatz, der davon ausgeht, dass Unternehmen in der Lage sein müssen, Geschäftsprozesse und Geschäftsabwicklung zu überdenken, um auch in Zukunft wettbewerbsfähig zu bleiben. Hierzu ist es notwendig, dass sie Ideen, Konzepte und Modelle in die Praxis umsetzen können. Norman stellt hier neue Geschäftsmodelle vor und zeigt Unternehmen, wie sie ihre Abläufe neu strukturieren und die sich hieraus ergebenden neuen Möglichkeiten nutzen können.
This book explores the role of businesses in delivering positive societal and financial outcomes as they seek to bridge the gap between short-term organizational behaviors and long-range sustainability commitments. By addressing the inevitable data challenges associated with the strategic integration of a sustainability mindset, it enables faster adoption of social, environmental and governance metrics that generate lasting enterprise value. Inspired by the experience of practitioners that have successfully influenced the learning behaviors of complex organizations, this book helps readers drive systemic innovations as they leverage sustainability initiatives in a programmatic and intentional manner. Features: Defines a toolkit to generate sustainable business value by focusing on the organizational design underpinning sustainability-oriented initiatives. Provides a multidisciplinary lens on shaping the impact dialogue through applied frameworks. Discusses the need to analytically identify an organizational learning curve before developing impact targets and framing sustainability commitments around them. Combines theory and practice in a practical style by presenting a variety of real-life applications at a global level. The Open Access version of this book, available at www.taylorfrancis.com, has been made available under a Creative Commons Attribution-Non Commercial-No Derivatives 4.0 license.
Since the 2008 financial crisis, beneficiary organizations—like pension funds, sovereign wealth funds, endowments, and foundations—have been seeking ways to mitigate the risk of their investments and make better financial decisions. For them, Reframing Finance offers a path forward. This book argues that institutional investors would better serve their long-term goals by putting money into large-scale, future-facing projects such as infrastructure, green energy, innovation in agriculture, and real estate development. At the same time, redirecting long-term investments would close significant financial gaps that government cannot. Drawing on key contributions in economic sociology, social network theory, and economics, the book conceptualizes a collaborative model of investment that is already becoming increasingly common: Large investors contribute more directly to private market assets, while financial intermediaries seek to foster co-investment partnerships, better aligning incentives for all. A combination of rich case studies and rigorous theory enables asset owners to move toward more efficient, private-market investing, while also laying groundwork for research at the frontier of finance.
The goal of this book is to create awareness for a change in mind-set that we will all have to face and go through. The necessity for this new mind set is being driven by the situation that a completely new business world, a new reality, is being created at the point where the phenomenon commonly referred to as the "new economy" converges with the well-known old economy. During the very late 1990s, this new reality was being driven by an almost incredible increase in yields in the financial markets, where conventional but value-driven and stable stocks such as Philip Morris, General Electric, or Bayer, did not attract as many investors as before - if we can call some of them investors at all. Companies in the high-tech or the new market segments are all part of the new economy. This new economy has created new business ideas, business models, and a new reality, in which chief executive officers (CEOs) were in the mid twenties and had basically no clue as to what real business is and how much a dollar counts. Now, as this convergence is happening, the painful reality and the business rules of the old economy get us back down to earth. The CEOs become more senior, business plans are validated more carefully, and just having the famous ". com" in your company name does not get you any further or lead you to any of required money.
In this fifth edition of the bestselling text in organizational theory and behavior, Bolman and Deal’s update includes coverage of pressing issues such as globalization, changing workforce, multi-cultural and virtual workforces and communication, and sustainability. A full instructor support package is available including an instructor’s guide, summary tip sheets for each chapter, hot links to videos & extra resources, mini-assessments for each of the frames, and podcast Q&As with Bolman & Deal.
"The author makes a compelling case that we often start solving a problem before thinking deeply about whether we are solving the right problem. If you want the superpower of solving better problems, read this book." -- Eric Schmidt, former CEO, Google Are you solving the right problems? Have you or your colleagues ever worked hard on something, only to find out you were focusing on the wrong problem entirely? Most people have. In a survey, 85 percent of companies said they often struggle to solve the right problems. The consequences are severe: Leaders fight the wrong strategic battles. Teams spend their energy on low-impact work. Startups build products that nobody wants. Organizations implement "solutions" that somehow make things worse, not better. Everywhere you look, the waste is staggering. As Peter Drucker pointed out, there's nothing more dangerous than the right answer to the wrong question. There is a way to do better. The key is reframing, a crucial, underutilized skill that you can master with the help of this book. Using real-world stories and unforgettable examples like "the slow elevator problem," author Thomas Wedell-Wedellsborg offers a simple, three-step method - Frame, Reframe, Move Forward - that anyone can use to start solving the right problems. Reframing is not difficult to learn. It can be used on everyday challenges and on the biggest, trickiest problems you face. In this visually engaging, deeply researched book, you’ll learn from leaders at large companies, from entrepreneurs, consultants, nonprofit leaders, and many other breakthrough thinkers. It's time for everyone to stop barking up the wrong trees. Teach yourself and your team to reframe, and growth and success will follow.
Japonisme, the nineteenth-century fascination for Japanese art, has generated an enormous body of scholarship since the beginning of the twenty-first century, but most of it neglects the women who acquired objects from the Far East and sold them to clients or displayed them in their homes before bequeathing them to museums. The stories of women shopkeepers, collectors, and artists rarely appear in memoirs left by those associated with the japoniste movement. This volume brings to light the culturally important, yet largely forgotten activities of women such as Clémence d'Ennery (1823–1898), who began collecting Japanese and Chinese chimeras in the 1840s, built and decorated a house for them in the 1870s, and bequeathed the “Musée d'Ennery” to the state as a free public museum in 1893. A friend of the Goncourt brothers and a fifty-year patron of Parisian dealers of Asian art, d'Ennery's struggles to gain recognition as a collector and curator serve as a lens through which to examine the collecting and display practices of other women of her day. Travelers to Japan such as the Duchesse de Persigny, Isabella Stewart Gardner, and Laure Durand- Fardel returned with souvenirs that they shared with friends and family. Salon hostesses including Juliette Adam, Louise Cahen d'Anvers, Princesse Mathilde, and Marguerite Charpentier provided venues for the discussion and examination of Japanese art objects, as did well-known art dealers Madame Desoye, Madame Malinet, Madame Hatty, and Madame Langweil. Writers, actresses, and artists-Judith Gautier, Thérèse Bentzon, Sarah Bernhardt, and Mary Cassatt, to name just a few- took inspiration from the Japanese material in circulation to create their own unique works of art. Largely absent from the history of Japonisme, these women-and many others-actively collected Japanese art, interacted with auction houses and art dealers, and formed collections now at the heart of museums such as the Louvre, the Musée Guimet, the Musée Cernuschi, the Musée Unterlinden, and the Metropolitan Museum of Art.