tag:blogger.com,1999:blog-26329900947431927352024-02-10T13:49:44.828-08:00Management Videos - Top Global B-Schools on YouTubeLearn Management through YouTube Videos of Top Global Business SchoolsNarayana Rao K.V.S.S.http://www.blogger.com/profile/00137977090611542246noreply@blogger.comBlogger372125tag:blogger.com,1999:blog-2632990094743192735.post-86268138040308927602019-05-09T20:58:00.000-07:002019-05-10T08:50:06.019-07:00Using Common Marketing Approaches In Uncommon Places - Sarah Joyce - May 2013<div dir="ltr" style="text-align: left;" trbidi="on">
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Joyce is a member of the Class of 2014 at the Stanford Graduate School of Business, and is part of the LOWkeynotes initiative.<br />
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Visit these websites to learn more about LOWkeynotes and the Mastery in Communication Initiative at the Stanford Graduate School of Business.</div>
Narayana Rao K.V.S.S.http://www.blogger.com/profile/00137977090611542246noreply@blogger.com0tag:blogger.com,1999:blog-2632990094743192735.post-15217347398490415202019-05-09T10:15:00.000-07:002019-05-10T08:53:08.633-07:00Customer Intimacy and Loyalty - Bryan Pearson Videos<div dir="ltr" style="text-align: left;" trbidi="on">
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Narayana Rao K.V.S.S.http://www.blogger.com/profile/00137977090611542246noreply@blogger.com0tag:blogger.com,1999:blog-2632990094743192735.post-52607257867105136622019-05-09T10:08:00.000-07:002019-05-10T08:53:37.795-07:00Customer Intimacy: Bryan Pearson at Rotman Business School<div dir="ltr" style="text-align: left;" trbidi="on">
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Narayana Rao K.V.S.S.http://www.blogger.com/profile/00137977090611542246noreply@blogger.com0tag:blogger.com,1999:blog-2632990094743192735.post-91296058198835459152019-05-09T08:22:00.000-07:002019-05-10T08:48:08.059-07:008 March - NRUTube Management Video Lecture Theater<div dir="ltr" style="text-align: left;" trbidi="on">
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Marketing Communication: Channels and Promotion Tools - YouTube Videos</h2>
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<a href="http://nraomtr.blogspot.com/2011/12/marketing-communication-channels-and.html" target="_blank">http://nraomtr.blogspot.com/2011/12/marketing-communication-channels-and.html</a><br />
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Integrated Marketing Communications<br />
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Strategic Marketing - Contemporary Issues by Prof. Jayanta Chatterjee,Department of Management,IIT Kanpur.For more details on NPTEL<br />
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Advertising - YouTube Videos</h2>
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<a href="http://nraomtr.blogspot.com/2011/12/advertising.html" target="_blank">http://nraomtr.blogspot.com/2011/12/advertising.html</a><br />
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Introduction<br />
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Advertising is any paid form of nonpersonal presentation and promotion of ideas, goods, or services by an identified sponsor (Kotler).<br />
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Advertising is aimed at a target market and buyer motives have to be considered in developing the advertisement strategy or program.<br />
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Five Major Decisions in Advertising<br />
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Five major decisions are to be made developing the advertisements.<br />
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Mission: the objectives of the advertisement<br />
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Money: how many needs to be spent or how much can be spent?<br />
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Message: What is the message to be sent to get the desired response?<br />
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Media: What media should be sued?<br />
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Measurement: What are the evaluation criteria for results of the advertisement?<br />
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These five decision are known as Fives Ms (5 Ms) of advertising.<br />
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More: <a href="http://nraomtr.blogspot.com/2011/12/advertising.html" target="_blank">http://nraomtr.blogspot.com/2011/12/advertising.html</a><br />
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Coca-Cola VP Jonathan Mildenhall's Guest Lecture on Creative Excellence</h2>
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Uploaded on 11 May 2011<br />
Coca-Cola's VP of Global Advertising Strategy & Creative Excellence and MMU graduate, Dr Jonathan Mildenhall, gave a guest lecture at the MMU Business School entitled 'A Manifesto for Creative Excellence at the Coca-Cola Company'.<br />
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In this video Dr Mildenhall talks about how Coca-Cola approaches brand communication strategy and creativity across its global brands.<br />
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Manchester Metropolitan University<br />
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Advertising, Marketing, and Public Relations: On the Rise<br />
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Uploaded on 14 Mar 2011<br />
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Who came up with those Apple commercials with the dancing silhouettes? How did the Coca-Cola polar bears campaign go from conception to completion? Get an insider's look at the Mad Men of advertising who come up with your favorite ads and market your favorite products. Hear from employees at major players in the traditional advertising industry and product managers who lead marketing and research for major brands. This year's "On the Rise" is designed to help you explore a career in advertising, marketing and public relations and uncover the paths you can take after graduation. Panelists will be discussing the industry, current work and future trends they see becoming popular. There will also be time set aside to answer your questions about advertising, marketing and public relations.<br />
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This panel was filmed as part of Taking the Next Step 2011<br />
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The University of Chicago</div>
Narayana Rao K.V.S.S.http://www.blogger.com/profile/00137977090611542246noreply@blogger.com0tag:blogger.com,1999:blog-2632990094743192735.post-13145125872529952622019-05-09T08:15:00.000-07:002019-05-10T08:51:27.608-07:00Brand Building Videos<div dir="ltr" style="text-align: left;" trbidi="on">
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Marc Pritchard, Global Marketing and Brand Building Officer<br />
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2012 at Cannes Seminar<br />
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2010 - Conversation with Anuradha of CNBCTV18<br />
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Cannes Lions Channel has 380 interesting videos on various advertising agencies and companies<br />
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<a href="http://www.youtube.com/user/canneslions?feature=watch" target="_blank">https://www.youtube.com/user/canneslions?feature=watch</a><br />
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Narayana Rao K.V.S.S.http://www.blogger.com/profile/00137977090611542246noreply@blogger.com0tag:blogger.com,1999:blog-2632990094743192735.post-30318434542724095182019-05-09T07:56:00.000-07:002019-05-10T08:49:14.463-07:001 March - NRUTube Management Video Lecture Theater <div dir="ltr" style="text-align: left;" trbidi="on">
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Marketing Strategies for Challenger Firms - YouTube Video Lectures</h2>
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<a href="http://nraomtr.blogspot.com/2011/12/marketing-strategies-for-challenger.html" target="_blank">http://nraomtr.blogspot.com/2011/12/marketing-strategies-for-challenger.html</a><br />
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Introduction</h2>
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Firms that are not market leaders in their industry or product category are trailing firms. One or two of them could be close competitors to the market leader and they can be termed as runner-up firms. These firms can take the role of challengers when they make aggressive efforts to further their market share or they can be termed followers when they keep quiet and maintain their market share.<br />
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There are successful trailing firms which challenged and became industry No. 1 firms. Canon is one such example in copiers. Toyota is now the world No. 1 company in automobiles; it displaced General Motors.<br />
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The challenger companies have to attack the leader, other comparable firms, and smaller firms in their bid to gain market share.<br />
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Attack has a greater probability of success when there is customer dissatisfaction with the current leader. There is a gap in the market which the leader is not serving. Comparable firms can be successfully attacked when they are underfinanced and are charging excessive prices and customers are showing dissatisfaction. Similarly, underfinanced smaller firms can be attacked to gain market share.<br />
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With each attack, the challenger may hope to gain a reasonable increase in its market share.<br />
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More: <a href="http://nraomtr.blogspot.com/2011/12/marketing-strategies-for-challenger.html" target="_blank">http://nraomtr.blogspot.com/2011/12/marketing-strategies-for-challenger.html</a><br />
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Challenger Marketing: Succeeding In Today's B2B Battleground<br />
Published on 21 May 2014<br />
Brent Adamson, co-author of "The Challenger Sale," kicked off the 2014 Content2Conversion Conference for B2B marketers by introducing the concept of challenger marketing. In this session, Adamson challenged marketers to rethink content marketing and lead generation by leading with commercial insight.<br />
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More on the C2C Conference:<br />
<a href="http://content2conversion.com/" target="_blank">http://content2conversion.com/</a><br />
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CEB - What the Best Companies Do<br />
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From challenger brand to No. 1<br />
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The Big Rethink 2014 US - The 360° CMO<br />
March 13th 2014 / New York, NY<br />
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What does it take to challenge the dominant brand in your category? In addition to a great product, you need a marketing plan with the courage to challenge the status quo. In this session, a CMO and his agency partner discussed what it takes for a brand to spark growth and innovation within a category, how to reshape the category and become No. 1, and how to hold onto the challenger brand mentality to maintain its leadership and no. 1 position.<br />
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Peter McGuinness<br />
Chief marketing and brand officer, Chobani<br />
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David Droga<br />
Founder and creative chairman, Droga5<br />
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WithTheEconomist<br />
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Competitive Strategies for Followers and Nichers <a href="http://nraomtr.blogspot.com/2011/12/competitive-strategies-for-followers.html" target="_blank">http://nraomtr.blogspot.com/2011/12/competitive-strategies-for-followers.html</a></div>
Narayana Rao K.V.S.S.http://www.blogger.com/profile/00137977090611542246noreply@blogger.com0tag:blogger.com,1999:blog-2632990094743192735.post-66557555778853813782019-05-09T06:31:00.000-07:002019-05-10T08:59:24.376-07:00Mobile Marketing & Analytics<div dir="ltr" style="text-align: left;" trbidi="on">
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http://www.youtube.com/watch?v=KrTiyAMTQ_g<br />
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Google Business video 2011</div>
Narayana Rao K.V.S.S.http://www.blogger.com/profile/00137977090611542246noreply@blogger.com0tag:blogger.com,1999:blog-2632990094743192735.post-47475597231846171542019-05-09T06:29:00.000-07:002019-05-10T08:58:46.247-07:00"All Marketers are Liars" - Seth Godin<div dir="ltr" style="text-align: left;" trbidi="on">
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http://www.youtube.com/watch?v=AZnYRaQfjK4<br />
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Talk at Google 2007</div>
Narayana Rao K.V.S.S.http://www.blogger.com/profile/00137977090611542246noreply@blogger.com0tag:blogger.com,1999:blog-2632990094743192735.post-47488863339470835382019-05-09T05:58:00.000-07:002019-05-10T08:55:03.733-07:00Building an Inclusive Brand Strategy - Insight 24<div dir="ltr" style="text-align: left;" trbidi="on">
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Narayana Rao K.V.S.S.http://www.blogger.com/profile/00137977090611542246noreply@blogger.com0tag:blogger.com,1999:blog-2632990094743192735.post-20203843762210797662019-05-09T05:53:00.000-07:002019-05-10T08:54:34.024-07:00Product Life Cycle and Marketing Strategies - IGNOU Lecture<div dir="ltr" style="text-align: left;" trbidi="on">
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Narayana Rao K.V.S.S.http://www.blogger.com/profile/00137977090611542246noreply@blogger.com0tag:blogger.com,1999:blog-2632990094743192735.post-32979982316122591692019-05-09T05:49:00.000-07:002019-05-10T08:54:06.397-07:00Marketing Strategy - Product Life Cycle Concept<div dir="ltr" style="text-align: left;" trbidi="on">
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Narayana Rao K.V.S.S.http://www.blogger.com/profile/00137977090611542246noreply@blogger.com0tag:blogger.com,1999:blog-2632990094743192735.post-85539418122251094262019-05-09T05:46:00.000-07:002019-05-10T08:48:43.924-07:002 March - NRUTube Management Video Lecture Theater<div dir="ltr" style="text-align: left;" trbidi="on">
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Managing Product Lines and Brands </h2>
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<a href="http://nraomtr.blogspot.com/2011/12/managing-product-lines-and-brands.html" target="_blank">http://nraomtr.blogspot.com/2011/12/managing-product-lines-and-brands.html</a><br />
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LSBF Global MBA<br />
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Marketing Strategy for New Industry Products </h2>
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<a href="http://nraomtr.blogspot.com/2011/12/marketing-strategy-for-new-industry.html" target="_blank">http://nraomtr.blogspot.com/2011/12/marketing-strategy-for-new-industry.html</a><br />
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Narayana Rao K.V.S.S.http://www.blogger.com/profile/00137977090611542246noreply@blogger.com0tag:blogger.com,1999:blog-2632990094743192735.post-19057076259656383852019-05-09T04:35:00.000-07:002019-05-10T08:52:11.080-07:00Digital Media Communications - Search, Social and Content<div dir="ltr" style="text-align: left;" trbidi="on">
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<a href="http://switchedonmedia.com.au/" target="_blank">https://switchedonmedia.com.au/</a>
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Narayana Rao K.V.S.S.http://www.blogger.com/profile/00137977090611542246noreply@blogger.com0tag:blogger.com,1999:blog-2632990094743192735.post-89797446812061550972019-05-09T00:39:00.000-07:002019-05-10T08:49:37.257-07:0026 February - NRUTube Management Video Lecture Theater<div dir="ltr" style="text-align: left;" trbidi="on">
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B2B Marketing - <span style="font-family: "times new roman"; text-align: justify;">Organizational Buying Processes and Buying Behavior: </span></h2>
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B2B Buing Process<br />
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Shawn Burns, Global Vice President, Digital Marketing at SAP and Dan Barnicle, MD, SapientNitro, share SAP's Business-to-Business (B2B) Marketing Strategy at the Adobe Summit 2013. They explain how a shift has occurred in the business-to-business (B2B) marketing space making it time to rethink outdated notions of the B2B Customer<br />
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Experience. Learn how SAP is addressing today's digital marketing challenges and is optimizing customer experience by integrating Search Marketing, Content Optimization, and Social Media to effectively drive brand awareness, leads and sales conversions.<br />
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The Four Minute Mile & Its Implications for B2B Marketers<br />
Google Small Business<br />
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Uploaded on 28 Oct 2011<br />
Dr. Yoram Wind, Lauder Professor at the Wharton School of Business, examines some of the limits of the mental models of marketing and ways to expand our thinking to increase creativity and value.<br />
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<span style="font-family: "times new roman";">Organization buying is the decision-making process by which formal organizations establish the need for purchased products and services and identify, evaluate, and choose among alternative brands and suppliers. (Webster and Wind)</span></div>
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<span style="font-family: "times new roman";">Some of the characteristics of organizational buyers are:</span></div>
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<span style="font-family: "times new roman";">1. Consumer market is a huge market in millions of consumers where organizational buyers are limited in number for most of the products.</span></div>
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<span style="font-family: "times new roman";">2. The purchases are in large quantities.</span></div>
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<span style="font-family: "times new roman";">3. Close relationships and service are required.</span></div>
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<span style="font-family: "times new roman";">4. Demand is derived from the production and sales of buyers.</span></div>
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<span style="font-family: "times new roman";">5. Demand fluctuations are high as purchases from business buyers magnify fluctuation in demand for their products.</span></div>
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<span style="font-family: "times new roman";">6. The organizational buyers are trained professionals in purchasing.</span></div>
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<span style="font-family: "times new roman";">7. Several persons in organization influence purchase.</span></div>
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<span style="font-family: "times new roman";">8. Lot of buying occurs in direct dealing with manufacturers.</span></div>
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<span style="font-family: "times new roman";">Organizational Buying Situations</span></h2>
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<span style="font-family: "times new roman";">Straight rebuy</span></div>
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<span style="font-family: "times new roman";">In this buying situation, only purchasing department is involved. Thet get an information from inventory control department or section to reorder the material or item and they seek quotations from vendors in an approved list.</span></div>
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<span style="font-family: "times new roman";">The "in-suppliers" make efforts to maintain product and service quality. The "out-suppliers" have to make efforts to get their name list in the approved vendors' list and for this purpose they have to offer something new or find out any issues of dissatisfaction with current suppliers and promise to provide better service.</span></div>
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<span style="font-family: "times new roman";">Modified rebuy</span></div>
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<span style="font-family: "times new roman";">In this buying situation, there is a modification to the specifications of the product or specifications related to delivery. Executives apart from the purchasing department are involved in the buying decisions. The company is looking for additional suppliers or is ready to modify the approved vendors list based on the technical capabilities and delivery capabilities.</span></div>
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<span style="font-family: "times new roman";">New task buy</span></div>
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<span style="font-family: "times new roman";">In this situation, the buyer is buying the product for the first time. As the cost of the product or consumption value becomes higher, more number of executives are involved in the process. The stages of awareness, interest, evaluation, trial, and adoption will be there for the products of each potential supplier. Only the products which pass all the stages will be on the approved list and price competition will follow subsequently.</span></div>
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<span style="font-family: "times new roman";">Systems buy</span></div>
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<span style="font-family: "times new roman";">Systems buying is a process in which the organization gives a single order to a single organization for supplying a full system. The buying organization knows that no single party is producing all the units in the system. But it wants the system seller to engineer the system, procure the units from various vendors and assemble, fabricate or construct the system.</span></div>
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Organizational Buying/Purchasing/Procurement Process</h2>
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<span style="font-family: "times new roman";"><b>Steps in the Process</b></span></div>
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<span style="font-family: "times new roman";">Problem recognition</span></div>
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<span style="font-family: "times new roman";">General need description</span></div>
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<span style="font-family: "times new roman";">Product specification</span></div>
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<span style="font-family: "times new roman";">Supplier search</span></div>
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<span style="font-family: "times new roman";">Proposal solicitation</span></div>
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<span style="font-family: "times new roman";">Supplier selection</span></div>
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<span style="font-family: "times new roman";">Order routine specification</span></div>
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<span style="font-family: "times new roman";"></span></div>
<div style="text-align: justify;">
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<span style="font-family: "times new roman";"> </span><span style="font-family: "times new roman";">Supplier performance review</span></div>
<div style="-webkit-text-stroke-width: 0px; color: black; font-family: 'Times New Roman'; font-size: medium; font-style: normal; font-variant: normal; font-weight: normal; letter-spacing: normal; line-height: normal; text-transform: none; white-space: normal; word-spacing: 0px;">
<span style="font-family: "times new roman";"><br /></span></div>
<div style="-webkit-text-stroke-width: 0px; color: black; font-family: 'Times New Roman'; font-size: medium; font-style: normal; font-variant: normal; font-weight: normal; letter-spacing: normal; line-height: normal; text-transform: none; white-space: normal; word-spacing: 0px;">
<span style="font-family: "times new roman";">For more details</span></div>
<div style="-webkit-text-stroke-width: 0px; color: black; font-family: 'Times New Roman'; font-size: medium; font-style: normal; font-variant: normal; font-weight: normal; letter-spacing: normal; line-height: normal; text-transform: none; white-space: normal; word-spacing: 0px;">
<span style="font-family: "times new roman";"></span></div>
<span style="font-family: "times new roman";">Organizational Buying Processes and Buying Behavior: </span><br />
<span style="font-family: "times new roman";"><a href="http://nraomtr.blogspot.com/2011/12/organizational-buying-processes-and.html" target="_blank">http://nraomtr.blogspot.com/2011/12/organizational-buying-processes-and.html</a></span><br />
<br />
<br />
Topic 2<br />
<h2>
Market Segmentation and Selection of Target Segments </h2>
<a href="http://nraomtr.blogspot.com/2011/12/market-segmentation-and-selection-of.html" target="_blank">http://nraomtr.blogspot.com/2011/12/market-segmentation-and-selection-of.html</a><br />
<br />
<br />
Market Segmentation and Positioning<br />
<div>
<br /></div>
Dr. Sangeeta Sahney, Department of Management, IIT Kharagpur.<br />
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<iframe allowfullscreen="" frameborder="0" height="360" src="https://www.youtube.com/embed/75rah3Yf0no" width="640"></iframe>
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NPTELHRD<br />
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<br />
<br />
Azercell presented: Jack Trout - Positioning around the world<br />
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<iframe allowfullscreen="" frameborder="0" height="360" src="https://www.youtube.com/embed/EAiWIV7IWxE" width="640"></iframe>
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<br />
<br />
Published on 30 Apr 2012<br />
Jack Trout - Positioning around the world<br />
Presented by Azercell Telecom LLC<br />
November 30, 2011<br />
<br />
<br />
<h2 style="text-align: left;">
Target Market</h2>
<div style="text-align: left;">
<br /></div>
<div style="text-align: left;">
<br /></div>
<div style="text-align: left;">
Buyers for a generic product constitute a market. But different buyers may have different preferences for attributes of a generic product. A marketer may have to focus on a particular group of potential buyers for a product with specific attributes. This focus is termed as targeting. Market segmentation is the effort to isolate groups of potential buyers having similar preferences for attributes of a product. Instead of mass marketing a single product, segmented marketing is done at four levels: segments, niches, local areas and inviduals.</div>
<div style="text-align: left;">
<br /></div>
<div style="text-align: justify;">
<span style="font-family: "times new roman";">Markets can be segmented in a number of ways.</span></div>
<div style="text-align: justify;">
<br /></div>
<h2 style="text-align: left;">
<b><i><span style="font-size: large;"><span style="font-family: "arial";">Market Segmentation</span></span></i></b></h2>
<div style="text-align: justify;">
<br /></div>
<div style="text-align: justify;">
<span style="font-family: "times new roman";">Two broad groups of variables are used to segment consumer markets. One group of variables is consumer characteristics. The other group of variables is behavioral characteristics. Behavior is consumer response in terms of benefits sought or occasions when the product is used.</span></div>
<div style="text-align: justify;">
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<div style="text-align: left;">
</div>
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</div>
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<div style="-webkit-text-stroke-width: 0px; color: black; font-family: 'Times New Roman'; font-size: medium; font-style: normal; font-variant: normal; font-weight: normal; letter-spacing: normal; line-height: normal; orphans: auto; text-align: justify; text-indent: 0px; text-transform: none; white-space: normal; widows: 1; word-spacing: 0px;">
<div style="margin: 0px;">
<span style="font-family: "times new roman";">Consumer characteristics used for market segmentation include geographic, demographic and psychographic characteristics.</span></div>
</div>
<div style="-webkit-text-stroke-width: 0px; color: black; font-family: 'Times New Roman'; font-size: medium; font-style: normal; font-variant: normal; font-weight: normal; letter-spacing: normal; line-height: normal; text-transform: none; white-space: normal; word-spacing: 0px;">
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</div>
</div>
</div>
Narayana Rao K.V.S.S.http://www.blogger.com/profile/00137977090611542246noreply@blogger.com0tag:blogger.com,1999:blog-2632990094743192735.post-62696240825405029582019-04-25T04:19:00.000-07:002019-05-10T08:57:14.746-07:00Marketing Basics - Part 1<div dir="ltr" style="text-align: left;" trbidi="on">
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<br />
<iframe allowfullscreen="" frameborder="0" height="390" src="https://www.youtube.com/embed/KkBvzS_fJ2g" title="YouTube video player" width="480"></iframe><br />
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Narayana Rao K.V.S.S.http://www.blogger.com/profile/00137977090611542246noreply@blogger.com0tag:blogger.com,1999:blog-2632990094743192735.post-45312944034374341872019-04-25T01:45:00.000-07:002019-05-10T08:56:30.839-07:00Introduction to Marketing<div dir="ltr" style="text-align: left;" trbidi="on">
__________________________________________________<br />
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<iframe allowfullscreen="" frameborder="0" height="390" src="https://www.youtube.com/embed/EnbHtOAtqRU" title="YouTube video player" width="480"></iframe><br />
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Narayana Rao K.V.S.S.http://www.blogger.com/profile/00137977090611542246noreply@blogger.com0tag:blogger.com,1999:blog-2632990094743192735.post-38235570012694019562019-04-24T06:33:00.000-07:002019-05-10T08:55:55.078-07:00Delivering Great Customer Experiences - Forrester Research Presentation<div dir="ltr" style="text-align: left;" trbidi="on">
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<iframe allowfullscreen="" frameborder="0" height="390" src="https://www.youtube.com/embed/FxbV1IlvjSw" title="YouTube video player" width="480"></iframe><br />
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Narayana Rao K.V.S.S.http://www.blogger.com/profile/00137977090611542246noreply@blogger.com0tag:blogger.com,1999:blog-2632990094743192735.post-34097779147931344142017-04-29T00:48:00.000-07:002017-04-29T00:48:22.328-07:001 May - NRUTube Management Video Lecture Theater<div dir="ltr" style="text-align: left;" trbidi="on">
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<br />
<br />
Management Revision<br />
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<a href="http://nraomtr.blogspot.com/2011/12/cost-information-for-pricing-decisions.html" target="_blank">Cost Information for Pricing Decisions</a><br />
<br />
Pricing decision is made based on market conditions. A demand curve is prepared based on the market conditions and market research regarding the buying intentions of people at various price points. Pricing decision is made to maximize revenue or profits based on which is the appropriate measure at the point in time. What is the role of cost information in pricing? The cost information gives the profit or loss made by the company with respect to the pricing decision. Normally profits are made by companies. But there are abnormal situations when company has to accept loss at the time of planning itself and do its best not to exceed the budgeted loss. It is cost information that provides the budget estimate of profit or loss. One can say the cost information provides to identify the price point at which minimum loss may be made, while protecting the market share or market size that would enable the company to make profits in the future.<br />
<br />
<a href="http://nraomtr.blogspot.com/2011/12/cost-behavior-analysis-and-relevant.html" target="_blank">Cost Behavior Analysis and Relevant Costs</a><br />
<br />
<br />
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________________<br />
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<iframe allowfullscreen="" frameborder="0" height="360" src="https://www.youtube.com/embed/FVdDwS0ijU4" width="640"></iframe>
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<br />
<br /></div>
Narayana Rao K.V.S.S.http://www.blogger.com/profile/00137977090611542246noreply@blogger.com0tag:blogger.com,1999:blog-2632990094743192735.post-87487630035723742612017-04-28T23:09:00.000-07:002017-04-28T23:09:33.820-07:00Google Support for Bloggers and Web Site Publishers<div dir="ltr" style="text-align: left;" trbidi="on">
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<br />
Google has products to support bloggers and web site publishers. It offers free blogging platforms, web site facility, advertisement platform that gives revenues, analytics platform that provides information regarding visitors and pages, social media platform to write about blogs and web sites. Bloggers and web site publishers have to know them in detail to take advantage of them. Unless one is purely amateur and writing for fun, deep understanding of each of the google products that support online activities is essential.<br />
<br />
<br />
Google Adsense<br />
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<iframe allowfullscreen="" frameborder="0" height="360" src="https://www.youtube.com/embed/JrU2dsR2jv8" width="640"></iframe>
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Streamed on 30 May 2016<br />
Google Adsense<br />
<br />
<br />
<br />
Google Analytics<br />
<br />
___________________<br />
<br />
<iframe allowfullscreen="" frameborder="0" height="360" src="https://www.youtube.com/embed/WC3ONXJn9FQ" width="640"></iframe>
___________________<br />
Google Small Business<br />
<br /></div>
Narayana Rao K.V.S.S.http://www.blogger.com/profile/00137977090611542246noreply@blogger.com0tag:blogger.com,1999:blog-2632990094743192735.post-39685018105652308492017-04-28T23:00:00.000-07:002017-04-28T23:00:07.067-07:0029 April - NRUTube Management Video Lecture Theater<div dir="ltr" style="text-align: left;" trbidi="on">
<br />
<br />
<br />
Egham, U.K., April 24, 2017<br />
<br />
42 Percent of CEOs Have Begun Digital Business Transformation<br />
Gartner Survey<br />
IT-Related Changes Are No. 2 Business Priority<br />
<br />
Survey of 388 CEOs by Gartner, Inc. in the fourth quarter of 2016 to examine their business issues and some areas of IT technology agenda impact. Most responding organizations were those with annual revenue of $1 billion.<br />
<br />
<a href="http://www.gartner.com/newsroom/id/3689017" target="_blank">http://www.gartner.com/newsroom/id/3689017</a><br />
<br />
<br />
<br />
A core set of digital attributes businesses must embrace to succeed over the course of the next decade. These are:<br />
<br />
Innovate in agile ways<br />
Predictively spot new opportunities<br />
Demonstrate transparency and trust<br />
Deliver unique and personalized experiences<br />
Always on, operate in real time<br />
<br />
In 2016, only 7% companies say they are able to achieve satisfactory performance in all the five areas.<br />
<a href="https://www.delltechnologies.com/en-us/press/unveiling-the-digital-transformation-index.htm" target="_blank">https://www.delltechnologies.com/en-us/press/unveiling-the-digital-transformation-index.htm</a><br />
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<br />
<br />
<br />
You have to grow despite failure of certain projects or business plans. Business plan failure is normal phenomenon where businesses are trying to do business in the situation occurring in the future. But any successful business person has to learn from failure and plan better based better forecasts and risk management methods. One has to spot high expected return opportunities with low risk. Such opportunities are rare, but it is the spotting of such an opportunity before others and the capability to develop products and services to cater to that opportunity is the key to gain a foothold in the emerging businesses or existing businesses.<br />
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<iframe allowfullscreen="" frameborder="0" height="360" src="https://www.youtube.com/embed/M-91LvoyAZo" width="640"></iframe>
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Narayana Rao K.V.S.S.http://www.blogger.com/profile/00137977090611542246noreply@blogger.com0tag:blogger.com,1999:blog-2632990094743192735.post-43121021588390805912017-03-15T10:37:00.000-07:002017-03-16T19:20:50.250-07:0017 March - NRUTube Management Video Lecture Theater<div dir="ltr" style="text-align: left;" trbidi="on">
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<br />
Linear Programming<br />
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<br />
Summary Revision Article<br />
<a href="http://nraomtr.blogspot.com/2011/12/linear-programming-or-lp-is-one-of-most.html" target="_blank">Optimizing the Use of Resources with Linear Programming</a>:<br />
http://nraomtr.blogspot.comn/2011/12/linear-programming-or-lp-is-one-of-most.html<br />
<br />
How To Solve Linear Programming Problem Using Simplex Method<br />
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<iframe allowfullscreen="" frameborder="0" height="360" src="https://www.youtube.com/embed/zDch07vVBxI" width="640"></iframe>
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Happy Learning<br />
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<br />
<br />
Summary Article Text<br />
<div>
<a href="http://nraomtr.blogspot.com/2011/12/learning-curves-review-notes.html" target="_blank">Learning Curves - Review Notes</a>:<br />
<br /></div>
<br />
<br />
<br />
Forecasting learning curve<br />
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Ahmed Hasan<br />
<br />
<br />
9 Tips to be a Better Leader - Leadership and Management Skills and Qualities<br />
Practical Psychology<br />
6.15 minutes<br />
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<iframe allowfullscreen="" frameborder="0" height="360" src="https://www.youtube.com/embed/B0w-ASaOb94" width="640"></iframe>
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Narayana Rao K.V.S.S.http://www.blogger.com/profile/00137977090611542246noreply@blogger.com0tag:blogger.com,1999:blog-2632990094743192735.post-46779398678098363792017-03-12T16:26:00.000-07:002017-03-15T18:51:05.387-07:0016 March - NRUTube Management Video Lecture Theater<div dir="ltr" style="text-align: left;" trbidi="on">
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Operations Management<br />
<br />
Introduction to Operations Management Part 1<br />
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<iframe allowfullscreen="" frameborder="0" height="480" src="https://www.youtube.com/embed/3F33ZantQdI" width="640"></iframe>
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Dr. Harvi Millar<br />
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<h2 style="text-align: left;">
Summary Notes on Operations Management</h2>
<br />
<a href="http://nraomtr.blogspot.com/2011/12/business-education-is-incomplete.html" target="_blank">Introduction to the Field of Operations Management</a>: <a href="http://nraomtr.blogspot.com/2011/12/business-education-is-incomplete.html" target="_blank">http://nraomtr.blogspot.com/2011/12/business-education-is-incomplete.html</a><br />
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<br />
<h2 style="text-align: left;">
Operations Strategy</h2>
<br />
<a href="http://nraomtr.blogspot.com/2011/12/for-company-to-be-considered-world.html" target="_blank">Operations Strategy and Competitiveness - Review Notes</a>: <a href="http://nraomtr.blogspot.com/2011/12/for-company-to-be-considered-world.html" target="_blank">http://nraomtr.blogspot.com/2011/12/for-company-to-be-considered-world.html</a><br />
<br />
Operations Management - Operations Strategy<br />
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<iframe allowfullscreen="" frameborder="0" height="360" src="https://www.youtube.com/embed/N-C9ASDWm5w" width="640"></iframe>
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Windesheim<br />
<br />
The lecture is based on the book by Krajewski<br />
<br />
Learning objective 1: Describe operations and supply chains in terms of inputs, processes, outputs, information flows, suppliers, and customers.<br />
<br />
LO2: Define an operations strategy and its linkage to corporate strategy, as well as the role it plays as a source of competitive advantage in a global Marketplace.<br />
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LO3: Identify nine competitive priorities used in operations strategy, and their linkage to marketing strategy.<br />
<br />
LO4: Explain how operations can be used as a competitive weapon.<br />
<br />
LO5: Identify the globat trends and challenges facing operations management.<br />
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<h2 style="text-align: left;">
2 tips for developing good management skills | London Business School</h2>
London Business School<br />
Published on 29 Aug 2013<br />
14.25 minutes<br />
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<br />
Updated 15 March 2016</div>
Narayana Rao K.V.S.S.http://www.blogger.com/profile/00137977090611542246noreply@blogger.com0tag:blogger.com,1999:blog-2632990094743192735.post-89455237127008203732016-08-28T02:44:00.001-07:002016-08-28T02:44:39.718-07:00UCTV Entrepreneurship Videos<div dir="ltr" style="text-align: left;" trbidi="on">
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Ambition. Discipline. Purpose. The Journey of Being an Entrepreneur with Gurbaksh Chahal<br />
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Gurbaksh Chahal is the Founder, Chairman and CEO of Radium One.<br />
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University of California Television (UCTV)<br />
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Narayana Rao K.V.S.S.http://www.blogger.com/profile/00137977090611542246noreply@blogger.com0tag:blogger.com,1999:blog-2632990094743192735.post-61759368093604949842016-07-30T07:47:00.000-07:002016-07-30T07:47:07.938-07:00Leadership TED Videos Collection<div dir="ltr" style="text-align: left;" trbidi="on">
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Simon Sinek: How great leaders inspire action<br />
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Simon Sinek: Why good leaders make you feel safe<br />
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What makes a great leader? Management theorist Simon Sinek suggests, it's someone who makes their employees feel secure, who draws staffers into a circle of trust. But creating trust and safety — especially in an uneven economy — means taking on big responsibility.<br />
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_________________<br />
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<iframe allowfullscreen="" frameborder="0" height="360" src="https://www.youtube.com/embed/lmyZMtPVodo" width="640"></iframe>
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Julian Treasure: How to speak so that people want to listen<br />
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__________________<br />
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<iframe allowfullscreen="" frameborder="0" height="360" src="https://www.youtube.com/embed/eIho2S0ZahI" width="640"></iframe>
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Julian Treasure: 5 ways to listen better<br />
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<iframe allowfullscreen="" frameborder="0" height="360" src="https://www.youtube.com/embed/cSohjlYQI2A" width="640"></iframe>
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__________________</div>
Narayana Rao K.V.S.S.http://www.blogger.com/profile/00137977090611542246noreply@blogger.com0tag:blogger.com,1999:blog-2632990094743192735.post-92198137306180496212016-07-30T07:46:00.000-07:002016-07-30T07:46:17.231-07:0030 July - NRUTube Management Video Lecture Theater<div dir="ltr" style="text-align: left;" trbidi="on">
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Simon Sinek: How great leaders inspire action<br />
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Simon Sinek: Why good leaders make you feel safe<br />
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What makes a great leader? Management theorist Simon Sinek suggests, it's someone who makes their employees feel secure, who draws staffers into a circle of trust. But creating trust and safety — especially in an uneven economy — means taking on big responsibility.<br />
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Julian Treasure: How to speak so that people want to listen<br />
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Julian Treasure: 5 ways to listen better<br />
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Narayana Rao K.V.S.S.http://www.blogger.com/profile/00137977090611542246noreply@blogger.com0