No, honestly, nice input, relevant information and well communicated.

leider konnte ich an dem Webinar nicht teilnehmen.
Können Sie mir die Unterlagen zuschicken?

MfG
Andreas Laurent

Even if you are not based in Cairo, and you want to learn how you can effectively leverage internet marketing, you should consider joining.

Regards
Kerry

ich bin Master-Student an der Universität Hildesheim und schreibe meine Masterarbeit über das Thema Marketing Management Systeme.
In den Themenbereich fällt auch der einleitende Bereich der MPO.
Wäre es möglich, das Sie mir hierzu Informationsmaterial zusenden könnten?

Danke für Ihre Mühen.

Freundliche Grüße
Florian Karp

You were not joking when you mentioned you got excited by the special effects. It was great meeting you and definitely a surprise when you pulled out your camera and said do you mind if I film you, and you can keep your clothes on.

Good luck with all the speaking engagements and I look forward to catching up when you are next in London.

P.S. To qualify for the World Cup we only need a result against Denmark in the next game, that shouldn’t be a problem.

I am interessted to take part on the above mentioned web seminar at October 6th. Therefore please let me know the procedure of such an webseminar. Do I need a phone connection or only an Internet connection etc.

Thanks in advance
Best regards,
Sonja

Worthy of note may be an in-depth telephone survey conducted by a large UK NGO into email interaction from a single campaign during 2008 - name with held for reasons of confidentiality .

By directly contacting a sample of approx.10% of recipients (the sample being more than 5,000 in number) - it showed recall of receipt of the email - and recall of content within the email by 34% more respondents than were shown as having interacted with the message through normal reporting (loading images, or clicking on links in either plain text or HTML messages.

Astonishingly, despite a clear graphical “above the fold” request “do not reply to this email”, over 33% of recipients did - both with and without interacting with the message in a way visible in reporting.

Messages well designed for “images off” will quite often not cause recipients to load images as they can gain all they want without doing so (default settings aside).

I can see it would be of benefit to all involved to look at the terms involved and what is empirical data for results - just maybe name them differently.

Robin C Kennedy
LinkedIn: http://www.linkedin.com/in/robinckennedy

Even though the organization I used to work for was a pioneer in on-line video distribution, we concentrated on our distribution channel and only grudgingly accepted other video distribution channels.

The questions 10 years ago for academic institutions was “why do it? What’s the pay-off? Who sees it? What are the ratings?” Now as a consultant the questions are very similar but added into the mix are many more social media channels. The questions now not only include why should we do something but what should we do? Then its usually followed by “why bother? This is all a fad anyway.”

It is evident to me that a university, like a business, needs to be engaged in a number of channels. 30 years ago we talked about impressions or “eye balls” but there were only newspapers, TV and radio to worry about. Now the channels are expanding and changing almost daily. The encouraging thing from your study is the positive correlation between engagement in social media and profits. Even if there is no direct link this is something to point to. My job now is to translate that information to educational institutions whose success metrics are not strictly a profit-lose ledger.

Thank you,
Timothy J. Lorang

The flexibility and capaciy to question one’s own knowledge and to keep learning is not only necessary to young professionals but also to senior people who have to accept that a long experience offers so little warranty for the future without the capacity to adapt rapidly to new situations created by the up and downs of the economic and professional environment.

The notion of “Demanding anf Developing” management is also crucial and requires both bravery and flexibility from the management. This is a true challenge for all managers but also for the HR departements. Managing talent to develop fast trackers also has the side effect of raising the expectations of talented employees towards their employer. The “spoiled generation” - at least those lucky to have a good job - present also the challenge of expecting very fast career tracks and therefore tend to show lower loyalty to the company (and what they see in the global environment doesn’t encourage them to believe in loyalty). In this context, good management and HR practive as well as solid and authentic employer branding is a necessity. However, it is still not the norm.