Thursday, March 27, 2014
Tuesday, March 25, 2014
It's Time To Earn Loyalty - Akash Sahai, Aimia
Akash Sahai, MD, Aimia India
Loyalty comes from the brand and consumer developing an emotional attachment to each other-one that comes from a genuine two way dialogue nurtured over time, says Akash Sahai, Aimia India
Customer loyalty, and understanding how to build it, is a constant challenge for brands in India. Customers are clear - Be useful to me when I need you, and I will come back to you often. But to make that happen in an increasingly multi-channel and competitive market, brands are grappling with a broader set of questions, such as:
- Why must I reward customers across touch point interactions and not just when they buy?
- Why should mobile and smartphone feature in my loyalty strategy?
- How do I manage data in a way that builds customer trust?
- Why should I partner with others for a better loyalty value proposition?
- How do I build emotional engagement?
The answer to all these questions lies in understanding consumers and how a loyalty program can be custom designed to suit each individual consumer. Loyalty programs need to add value to the program in a manner that the customer perceivesbetter offers, rewards, differentiated service etc... as an extrabenefit.
Getting your loyalty program right is extremely crucial. Also, it is essential the loyalty program is visible to the consumers. India is a noisy, busy, and competitive marketplace. Everyone here is vying for the customers' attention through personalisation, strategic promotions and differentiated product placements. Personalisation isn't just about putting the customer's name in an e-mail but about the tone, the personalisation in the offer, the medium, the channel, etc. Data and analytics have to a great extent contributed in making personalization possible. Thishas led to better segmentation of customers and increased relevance in what the customer is served. When a loyalty program gets all these necessary elements right, it leads to high adoption rates.
A recent report that compares millennials and non-millennials describes the emerging consumer in urban India as connected, social, vocal, multi-channel, and increasingly private but nevertheless willing to share data in exchange for relevant value.Life is at their fingertips, loyalty is being built on the mobile, and smartphones have crossed generations. The millennials are willing to engage brands, and good loyalty programs can indeed change consumer behaviour.
According to a BCG research report,'digitally influenced' purchases in India are five times that of e-Commerce ones, and are expected to grow five-fold by 2016.It is therefore essential that brands take a multi-channel approach to engage with customers.
India is bustling with young and aspirational consumers who need to be engaged with, in a nimble, timely and targeted manner. Today's millennials are dynamic and use multiple channels before making purchase decisions. Emerging young consumers are as engaging as it gets. However they are increasingly privacy conscious, and have very limited windows of attention that marketer can compete for. Also, the Indian consumer is more demanding and price sensitive than the international shopper. Hence analysing data in terms of consumer preferences helps uncover meaningful insights.
Loyalty comes from the brand and consumer developing an emotional attachment to each other-one that comes from a genuine two way dialogue nurtured over time, i.e. 'real relationships.'The race is on to engage the young, urban, aspirational consumer.Brands that do business in India need to re-tool their customer strategies and engagement programs in order to stay relevant and differentiated.Customer loyalty programs, in their new avatar, can help win the race.
Author is managing director at Aimia India
Getting your loyalty program right is extremely crucial. Also, it is essential the loyalty program is visible to the consumers. India is a noisy, busy, and competitive marketplace. Everyone here is vying for the customers' attention through personalisation, strategic promotions and differentiated product placements. Personalisation isn't just about putting the customer's name in an e-mail but about the tone, the personalisation in the offer, the medium, the channel, etc. Data and analytics have to a great extent contributed in making personalization possible. Thishas led to better segmentation of customers and increased relevance in what the customer is served. When a loyalty program gets all these necessary elements right, it leads to high adoption rates.
A recent report that compares millennials and non-millennials describes the emerging consumer in urban India as connected, social, vocal, multi-channel, and increasingly private but nevertheless willing to share data in exchange for relevant value.Life is at their fingertips, loyalty is being built on the mobile, and smartphones have crossed generations. The millennials are willing to engage brands, and good loyalty programs can indeed change consumer behaviour.
According to a BCG research report,'digitally influenced' purchases in India are five times that of e-Commerce ones, and are expected to grow five-fold by 2016.It is therefore essential that brands take a multi-channel approach to engage with customers.
India is bustling with young and aspirational consumers who need to be engaged with, in a nimble, timely and targeted manner. Today's millennials are dynamic and use multiple channels before making purchase decisions. Emerging young consumers are as engaging as it gets. However they are increasingly privacy conscious, and have very limited windows of attention that marketer can compete for. Also, the Indian consumer is more demanding and price sensitive than the international shopper. Hence analysing data in terms of consumer preferences helps uncover meaningful insights.
Loyalty comes from the brand and consumer developing an emotional attachment to each other-one that comes from a genuine two way dialogue nurtured over time, i.e. 'real relationships.'The race is on to engage the young, urban, aspirational consumer.Brands that do business in India need to re-tool their customer strategies and engagement programs in order to stay relevant and differentiated.Customer loyalty programs, in their new avatar, can help win the race.
Author is managing director at Aimia India
Friday, March 21, 2014
Saturday, March 15, 2014
Friday, March 14, 2014
Thursday, March 13, 2014
Wednesday, March 12, 2014
Monday, March 10, 2014
Top 10 mobile advertising companies: The VB Index report
http://venturebeat.com/2014/01/21/top-10-mobile-advertising-companies-the-vb-index-report/
Image Credit: John Koetsier
Google is in. Facebook is in. So are Chartboost, Flurry, and InMobi. HasOffers, Tapjoy, Millenial, and SponsorPay all also made the cut.
The VB Index for the top 10 mobile advertising companies was born last year. Finally, in January 2014, after multiple revisions and thousands of responses from hundreds of VentureBeat readers, the final report is ready.
That report, and VentureBeat readers, tell us many things …
- Easiest mobile ad network to install and deploy?
That would be SponsorPay, a new entrant to the top 10, along with Tapjoy and Chartboost. - Highest-rated mobile ad network?
Tapjoy takes the honors. - Most-used mobile ad network by companies with more than 100 employees?
Chartboost and Facebook take the lead. - Least clear support model?
Chartboost or Flurry.
The surveys you submitted also provided a clear view into where advertisers send their ad click, or tap. Many who use SponsorPay are funneling clicks into an app store — more than on any other platform. Almost all Facebook advertisers, conversely, are funneling visitors to a landing page, as are almost all Tapjoy advertisers.
Interestingly, Google AdMob advertisers show the greatest diversity in just what they do with the attention they purchase:
If you participated in the surveying process, the report will shortly be in your in-box. If not, however, and you’d like to purchase it, please let us know here.
There’s plenty more in the report, of course.
And although we’ve called it the final report above, there really is no such thing. The report will see regular updates and will be re-issued from time to time. Look for them in your in-box if you purchase or if you have contributed to the report.
Like this story? Want to learn more? On April 14-15, our fourth annual VentureBeat Mobile Summit will tackle the six biggest growth opportunities in mobile today. The invitation-only Summit will gather the top 180 executives at the scenic Cavallo Point Resort in Sausalito, Calif., to discuss issues like this. Request an invitation.
Honesty (and Humor) in Advertising: A Conversation with Gerry Graf
Gerry Graf — the mind behind Red Stripe’s long-running Hooray Beer campaign, theKayak brain surgeon and a rather … saucy Ragú campaign — has built a career by creating ads that are at once hilarious and cunningly effective.
Formerly a chief creative officer at Saatchi & Saatchi NY, Graf is now the founder and chief creative officer of Barton F. Graf 9000 (the name is a mashup of sorts, combining the name of Gerry’s father, Barton, with the BFG 9000, a gun in the game Doom). In just a few years, Gerry and his team have assembled an impressive portfolio of multi-platform work for Dish, Finlandia, Wishbone and many others. The company also offers a very literal mobile website.
All of which goes to explain, at least in part, why we’re delighted to announce that Gerry Graf is the newest member of Facebook’s Creative Council — a group of chief creative officers from the world’s biggest ad agencies organized as a sounding board for identifying top priorities for agency creatives in areas like product, measurement and programs. Council members also serve as the judges for our annual Studio Awards.
In a recent conversation with Facebook, Gerry spoke about the role of honesty in his work, and how the humor in his ads is ultimately driven by strategy.
There seems to be a kind of dark undercurrent to a lot of your work. The ads are always entertaining, but they can also be creepy or a little sad.
I think of it as a realistic undertone. Classic marketers always want to portray the world as though everything’s great. My family’s perfect, my life is perfect. But life’s not perfect. I always look at things in a realistic way, and that view can slide toward the dark because reality’s kind of dark.
With Ragú we did a piece of advertising on Facebook about how to feed your evil kid. The traditional logic would be that you couldn’t say something like that — mothers love their kids, so there’s no way you could call their kids evil. But if you ask any parent they'll tell you right away that, yeah, sometimes their kids are evil little monsters. And I guess it’s that aspect of reality that I’m working with a lot of the time.
Why do you use reality in your ads? What about it resonates?
Whenever a company or brand speaks, we’ve all been trained from growing up in front of the TV, to tune out the message. We block out ad speak. Anytime I’m doing an ad I like to think the way humans speak. When you’re talking that way peoples’ defenses are lowered. They know you’re not just totally full of crap.
I sell hard in everything I do. With Little Caesars, I made it clear: the pizza costs five dollars. But I use entertainment to make the ads really funny. And because we’re being honest, it makes people listen to us a little more closely.
It seems like brands don’t always enjoy speaking directly.
I don’t know if it’s that brands don't enjoy speaking directly. I think the frightening part is that people can speak back to you now. In the old broadcast model, brands could just shout at people. If people were upset, it took them at least a week to write a letter or find the time to call and complain. So a lot of brands got used to speaking in ways that weren’t entirely honest. No one was calling them on it.
Now people can respond instantly. It makes for a bit of fear on the part of marketers, and I think everyone is still trying to figure it out. That’s why I think some of the best campaigns on Facebook so far have been really honest. Brands like Newcastle are being honest about their motives, but they’re having fun with the medium at the same time. And that’s fantastic.
What do you think makes successful creative on Facebook?
The best use of Facebook comes from brands with a clear and distinct voice. When a brand knows who it is and understands how it is connected to its consumers and pop culture, that’s when things work best.
How do you tell your teams to approach working on Facebook?
We study what connections, good or bad, we have with people who use our product and play off of that. We always start with simple static pieces of creative — mini Facebook print ads. They seem to be the best way to stand out in someone’s News Feed. We also operate like a newsroom. Each morning we meet and see what is going on in culture, in the news — is there something we can associate our brands with? We also keep a daily watch on comments and shares, to see which execution is getting sticky and try to fuel the fire.
In general, what do you think people want from an ad?
An ad’s a transaction. As an advertiser, you’re saying to people, “Give me your time or your consideration, and I’ll give you something back.” That thing you give might be a coupon, or a piece of information, or it might be a laugh.
How do you think people value what they’re receiving from ads?
Different transactions elicit different levels of loyalty. If you’re offering a coupon through an ad, it may get traction, but the loyalty will be low — people are engaging for the money, not necessarily out of any affinity for your brand. With a laugh, I think the level of loyalty is higher.
Any form of spam will be valued the least. Anything that’s in your face, unwanted. You need to give people a choice as to whether or not they’ll see it. I think that’s why Facebook has a very easy-to-find button highlighting spam. People don’t want to feel hoodwinked for opting into something. They want to feel like it’s a fair transaction.
What are the limits of honesty for brands?
Everything always derives from a larger strategy. Before we do anything creatively, we know what the brand is, what it stands for and what it should be known for. The things we’re honest about are aligned with the key points of the strategy.
With Kayak, we decided Kayak shouldn’t be known for travel, it should be known for search. Everything we did led people down that road. Our ads showed people that Kayak searches quickly, and it searches the way people search. When you have a strategy, it’s a guidepost for what you want to talk about. And then when you talk, you do it in an honest way.
Everyone has a different sense of humor. How do you get your clients to recognize the humor in your ideas?
Before we start with any ideas we decide what we want to communicate. Like I said, everything starts with the strategy. When we’re first meeting with clients the discussion is purely around understanding strategy. Entertainment doesn’t even come up. When it comes time present our ideas, I always start by saying, “Don’t even comment on the execution.” The important question is: Does this communicate what we want it to?
———
Facebook’s annual Studio Awards celebrate the best creative campaigns on Facebook. This year Gerry and his fellow Creative Council members will be evaluating work based on the following criteria:
- Craft & Execution
- Scale & Targeting
- Business Results
Awards submissions are due January 31st, with winners being honored in New York City in April 2014.
Sunday, March 9, 2014
You Get The Boss You Deserve: Manage Up!
Your attitude toward your boss is shaping your boss and how he is treating you. Consequently it's your job and your duty to manage up. Being destructive or antagonistic won't get you anywhere.
Managing relationships upward has nothing to do with manipulation, political maneuvering, promoting of self-interests, sucking up, or brown-nosing. Instead it's a much needed skill to obtain the best possible results for your organization, your boss, and most importantly, for you.
Managing up means managing your boss. It's at least as important as managing down or cooperating with peers. It's an inevitable prerequisite of building a sustainable career.
When approaching the relationship with your boss with an attitude of open-mindedness and cooperation, you have much better chances to become a more effective manager and person. I suggest that you take the following main principles into consideration:
Understand The Nature Of the Relationship With Your Boss
Comprehend and never forget that your boss and you are mutually dependent on one another. He needs your support to succeed and you need your boss to benefit from his assistance and guidance to do the right things the right way. As such it´s more of a "Partner-Junior Partner" relationship than a "Master-Subordinate" one.
You Get The Boss You Deserve
I call it the "Principle of Self-Responsibility and Self-Accountability". It means that you're in charge. In charge of your life and, of course, of your career. You've got two basic options: you can wait until things evolve (or not). Alternatively, second option, you can decide to proactively influence the development of things and of the relationship with your boss.
Organize Yourself and Your Work
You need to be organized in order to being able to become proactive and to have time and room to manage up. Be clear about your targets, clarify priorities, and constantly differentiate between important and urgent topics. Otherwise there's a big risk you'll chase your tail. And when being trapped in the human rat race there's no way you can discuss constructively and thoughtful with your boss. Recognize your needs, strengths, and weaknesses and align them in the best possible manner with those of your line manager. Define realistic expectations and targets (incl. deadlines, costs, etc.) together with your boss. The magic words are "together" and "realistic". Don’t set expectations too high. This might discount your credibility in case you don´t achieve them. However, don’t intentionally set them (too) low. That won’t help you either.
Decode Your Boss’s Personality
Ultimately you will need to adjust your style and to adapt to your line manager's modus operandi. Example: If your boss is an analytical type of person you will need to have sound data at hand when discussing with him a project or business initiative. You should also be able to categorize your boss's behavioral style, his pet peeves, and his likes and dislikes. Does he prefer taking his time before making decisions? Is he getting stubborn when being confronted with too many requests? Is he satisfied by getting the whole picture or does he usually require all key details?
Managing relationships upward has nothing to do with manipulation, political maneuvering, promoting of self-interests, sucking up, or brown-nosing. Instead it's a much needed skill to obtain the best possible results for your organization, your boss, and most importantly, for you.
Managing up means managing your boss. It's at least as important as managing down or cooperating with peers. It's an inevitable prerequisite of building a sustainable career.
When approaching the relationship with your boss with an attitude of open-mindedness and cooperation, you have much better chances to become a more effective manager and person. I suggest that you take the following main principles into consideration:
Understand The Nature Of the Relationship With Your Boss
Comprehend and never forget that your boss and you are mutually dependent on one another. He needs your support to succeed and you need your boss to benefit from his assistance and guidance to do the right things the right way. As such it´s more of a "Partner-Junior Partner" relationship than a "Master-Subordinate" one.
You Get The Boss You Deserve
I call it the "Principle of Self-Responsibility and Self-Accountability". It means that you're in charge. In charge of your life and, of course, of your career. You've got two basic options: you can wait until things evolve (or not). Alternatively, second option, you can decide to proactively influence the development of things and of the relationship with your boss.
Organize Yourself and Your Work
You need to be organized in order to being able to become proactive and to have time and room to manage up. Be clear about your targets, clarify priorities, and constantly differentiate between important and urgent topics. Otherwise there's a big risk you'll chase your tail. And when being trapped in the human rat race there's no way you can discuss constructively and thoughtful with your boss. Recognize your needs, strengths, and weaknesses and align them in the best possible manner with those of your line manager. Define realistic expectations and targets (incl. deadlines, costs, etc.) together with your boss. The magic words are "together" and "realistic". Don’t set expectations too high. This might discount your credibility in case you don´t achieve them. However, don’t intentionally set them (too) low. That won’t help you either.
Decode Your Boss’s Personality
Ultimately you will need to adjust your style and to adapt to your line manager's modus operandi. Example: If your boss is an analytical type of person you will need to have sound data at hand when discussing with him a project or business initiative. You should also be able to categorize your boss's behavioral style, his pet peeves, and his likes and dislikes. Does he prefer taking his time before making decisions? Is he getting stubborn when being confronted with too many requests? Is he satisfied by getting the whole picture or does he usually require all key details?
By nature your boss is not good at everything. It is up to you to figure out where he's weak and to provide your support in those areas. The better you'll be at that, the easier you can manage him and the more he will listen to you. The burden of exploring your line manager's expectations and personality falls to you!
Put Yourself In The Shoes Of Your Boss
Try to understand the situation and context in which your boss is. Does he has to finish budget preparations, is he organizing a key meeting, is he about to meet very important customers? What is his immediate task, what are his exact needs, and what are the objectives he has to deliver? Don't forget that also your boss has his own boss. Every day take a moment and spot the critical challenges your boss might be facing. He immediately sees and appreciates if you understand and care about his targets, issues, and complexities.
Be Loyal, Respectful And Committed
Building trust by being trustworthy is a crucial element in managing up. There's a reason your boss is your boss and that you're not his boss. Most likely, because you're not ready yet. As a result, accept this fact, display loyalty and show commitment. He should do the same. Don’t go behind his back or over his head. Go to him first. If the two of you can't resolve a serious issue, you might have to go over his head. This should be a last resort and you should tell him beforehand. To secure your general "independence", you should try having a mentor or coach. Always be aware of how you talk about your boss to others, realize that what goes around, comes around.
Over-Communicate and Avoid (Bad) Surprises
Very good communications skills are the basis to successfully managing your boss. It can be verbal or written. If you want to be heard by him, then make it as convenient as possible for him, i.e. adjust to his communication style. If you're not sure, ask him and get confirmation by requesting feedback. Also don’t wait for your annual review to find out what your boss thinks of you and your work. Whenever you receive feedback handle it in a rationale manner. You will need to make sure that you and your boss are on the same page. Of course, it's the best if you respect agreed commitments, project deadlines, etc. Either way (i.e. even if you were to miss a deadline) the best method is always honest and forthright communication. Provide early heads up and don't hide information. Bad news doesn’t get any better with age.
Provide Solutions And Not problems
Without doubt sooner or later you, your boss, and your projects will encounter problems. Actually nothing better can happen, since such situations separate the wheat from the chaff. By quickly coming forward with possible solutions you can demonstrate that you have given the problem some thought and that you care. When you share a problem timing is critical, i.e. discuss the issue within an appropriate situation and not in a "hit and run" setting. Your boss appreciates being informed, e.g. about a delay of the most important project, well before entering the board room and meeting with the exec team.
Disagree And Commit
It´s okay to disagree with your boss from time to time. It should be based, however, on a in-depth analysis, solid arguments and – if possible – some precise examples. He will respect you for that. Even more so, if at the end you will support and follow him, even if the final outcome was not your preferred option. Important: Do not discuss with your boss just for the sake of discussing or because of trying to impress peers. It's a waste of precious time and it'll undermine your credibility.
Raise Your Concerns And Speak Up
Raise your concerns clearly and politely, if needed. Stand firm. If you’re doing the best job you can do, keep your head held high and don’t give in too easily. Rather ask questions, seek to understand, and work to deactivate a difficult setting instead of suffering in silence or responding in anger. It may not always change the situation or the final outcome, but at least you would have given it a try. And if done in a rational, respectful, and well-articulated manner, it will earn you the respect of your boss. By the way, you owe your boss some challenging thoughts and ideas from time to time. Every good boss will appreciate it when you approach him with a genuine desire to make things working better. Usually this kicks off a new level of cooperation and trust between you and your boss.
What do you think? How do you manage up? What are your experiences?
Looking forward to hearing from you!
Best,
Andreas von der Heydt
*****
Andreas von der Heydt is the Country Manager of Amazon BuyVIP in Germany. Before that he hold senior management positions at L'Oréal. He´s a leadership expert, executive coach and NLP master. He also founded Consumer Goods Club. Andreas worked and lived in Europe, the U.S. and Asia.
Please click 'Follow' if you would like to hear more from Andreas in the future. Feel free to also connect via his LinkedIn Group Coaching or Consumer Goods, or viaTwitter and Facebook.
Other recent and popular posts by Andreas von der Heydt:
How To Become A Great Negotiator
Winning With Engaged Teams
14 Rules To Become The World´s Fastest Company
How Zappos WOWs Its Employees
12 Minutes To Create A Mind Changing Presentation
The Art of Breeding Intrapreneurs
Put Yourself In The Shoes Of Your Boss
Try to understand the situation and context in which your boss is. Does he has to finish budget preparations, is he organizing a key meeting, is he about to meet very important customers? What is his immediate task, what are his exact needs, and what are the objectives he has to deliver? Don't forget that also your boss has his own boss. Every day take a moment and spot the critical challenges your boss might be facing. He immediately sees and appreciates if you understand and care about his targets, issues, and complexities.
Be Loyal, Respectful And Committed
Building trust by being trustworthy is a crucial element in managing up. There's a reason your boss is your boss and that you're not his boss. Most likely, because you're not ready yet. As a result, accept this fact, display loyalty and show commitment. He should do the same. Don’t go behind his back or over his head. Go to him first. If the two of you can't resolve a serious issue, you might have to go over his head. This should be a last resort and you should tell him beforehand. To secure your general "independence", you should try having a mentor or coach. Always be aware of how you talk about your boss to others, realize that what goes around, comes around.
Over-Communicate and Avoid (Bad) Surprises
Very good communications skills are the basis to successfully managing your boss. It can be verbal or written. If you want to be heard by him, then make it as convenient as possible for him, i.e. adjust to his communication style. If you're not sure, ask him and get confirmation by requesting feedback. Also don’t wait for your annual review to find out what your boss thinks of you and your work. Whenever you receive feedback handle it in a rationale manner. You will need to make sure that you and your boss are on the same page. Of course, it's the best if you respect agreed commitments, project deadlines, etc. Either way (i.e. even if you were to miss a deadline) the best method is always honest and forthright communication. Provide early heads up and don't hide information. Bad news doesn’t get any better with age.
Provide Solutions And Not problems
Without doubt sooner or later you, your boss, and your projects will encounter problems. Actually nothing better can happen, since such situations separate the wheat from the chaff. By quickly coming forward with possible solutions you can demonstrate that you have given the problem some thought and that you care. When you share a problem timing is critical, i.e. discuss the issue within an appropriate situation and not in a "hit and run" setting. Your boss appreciates being informed, e.g. about a delay of the most important project, well before entering the board room and meeting with the exec team.
Disagree And Commit
It´s okay to disagree with your boss from time to time. It should be based, however, on a in-depth analysis, solid arguments and – if possible – some precise examples. He will respect you for that. Even more so, if at the end you will support and follow him, even if the final outcome was not your preferred option. Important: Do not discuss with your boss just for the sake of discussing or because of trying to impress peers. It's a waste of precious time and it'll undermine your credibility.
Raise Your Concerns And Speak Up
Raise your concerns clearly and politely, if needed. Stand firm. If you’re doing the best job you can do, keep your head held high and don’t give in too easily. Rather ask questions, seek to understand, and work to deactivate a difficult setting instead of suffering in silence or responding in anger. It may not always change the situation or the final outcome, but at least you would have given it a try. And if done in a rational, respectful, and well-articulated manner, it will earn you the respect of your boss. By the way, you owe your boss some challenging thoughts and ideas from time to time. Every good boss will appreciate it when you approach him with a genuine desire to make things working better. Usually this kicks off a new level of cooperation and trust between you and your boss.
What do you think? How do you manage up? What are your experiences?
Looking forward to hearing from you!
Best,
Andreas von der Heydt
*****
Andreas von der Heydt is the Country Manager of Amazon BuyVIP in Germany. Before that he hold senior management positions at L'Oréal. He´s a leadership expert, executive coach and NLP master. He also founded Consumer Goods Club. Andreas worked and lived in Europe, the U.S. and Asia.
Please click 'Follow' if you would like to hear more from Andreas in the future. Feel free to also connect via his LinkedIn Group Coaching or Consumer Goods, or viaTwitter and Facebook.
Other recent and popular posts by Andreas von der Heydt:
How To Become A Great Negotiator
Winning With Engaged Teams
14 Rules To Become The World´s Fastest Company
How Zappos WOWs Its Employees
12 Minutes To Create A Mind Changing Presentation
The Art of Breeding Intrapreneurs
Tuesday, March 4, 2014
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