Corp America January 2017

Welcome to the January edition issue of Corp America Magazine, showcasing the most innovative and successful dealmakers, game changers and decision makers in the U.S business market.

We speak to Healthcare CEO of the Year, Frank L. Beaman who tells us all about how the Faith Community Hospital serves the Jacksboro, Texas area with its state of the art healthcare solutions. Frank has helped to transform the hospital into the high quality healthcare centre it is today.

Corporate America also chats to Adriana Quevedo, Executive Director of Recruitment at Intel Corporation. She discusses how Intel engages with clients and explains the challenges that she and the company have encountered in the recruitment industry.

In addition to this, we spoke to Richard Tyler, best-selling author and the world’s top sales and management expert, who gave us his secrets to successful business strategies in 2017.

Finally, we wrap up the latest news from the corporate world.

Matt Lewis, Editor

Phone: 44 (0) 203 725 6842

 

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Half of Firms Unprepared for the True Cost

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Half of Firms Unprepared for the True Cost of Software Audits

The cost of being non-compliant three times a year could cost firms in excess of USD two million, and Cloud deployment could only serve to complicate this compliance record.

 

That is according to a study released this month by IT consultancy Crayon, based on research undertaken by independent analysts at Vanson Bourne, which warns that enterprises should be prepared for software license audits to avoid incurring millions of dollars in fines and costs.

Crayon commissioned Vanson Bourne to conduct over 575 interviews across US and Europe with IT decision makers, with responsibility for software licensing and IT asset management, in firms with more than 500 employees.

As the global leader in software asset management (SAM), cloud and volume licensing, and associated consulting services, Crayon is a trusted advisor to many of the globe’s leading organisations. Through its unique people, tools and systems Crayon helps to optimise its clients’ technology estates within the new mobile-first, cloud-first world.

Experts when it comes to optimising client ROI from complex technologies, Crayon believes passionately that organisations should only pay for the IT resources they actually need and use, but understands that in today’s complex technology landscape that can be difficult to achieve. This is why Crayon has developed a unique methodology to deliver on its belief for its customers.

Results from ‘Software Asset Management, Cloud Transformation and the Cost of Compliance in 2016: Enterprises exposed to a ‘Black hole’ of Risk’ indicate that nearly half of firms asked to undertake a software license audit by their software vendor were found to be non-compliant (46 per cent). The report found that the average penalty for non-compliance with software licensing already tops $750,909.

With enterprises deploying an average of three software publishers’ products in their IT environments, they are running the risk of being audited three times a year and exposed to fines in excess of $2 million.

However, just 32 per cent of those polled reported that reducing the risk of licensing non-compliance was a goal.

With 96 per cent of respondents reporting that their organisation is imminently moving or planning to move software and infrastructure to the Cloud, seven in ten expect the complexity of their software licensing to increase following this migration.

To add to the problem, on average, 129 days are expended preparing for software audits, often taking IT teams off task. Just 12 per cent of respondents’ organisations report having a dedicated software asset management (SAM) manager.

The findings indicate a reluctance to handle software asset management in-house, with 94 per cent of respondents relaying that their organisation uses a third party software asset management (SAM) tool; 53 per cent acknowledging that they already outsource at least part of their SAM programme and a further 29 per cent planning to outsource in future. Software licensing appears to have a direct impact on cloud migration, with 72 per cent of respondents pointing out that their organisation’s investment in cloud technology has increased following the deployment of a SAM environment.

Although improving IT efficiencies (61 per cent) was viewed as the most common key outcome for the IT department over the next two years, rather surprisingly a reduction in software licensing costs was a goal for just 39 per cent of those polled.

Commenting on the findings, Rune Syversen, founder and Crayon Group CEO, concludes, “rather than being the panacea for IT, the reality of today’s hybrid cloud environment is that some businesses appear to be significantly struggling with it. Vanson Bourne found that 67 per cent of respondents who have adopted cloud services have seen the complexity of their software licensing increase. With multiple clouds and vendors, the options are often confusing as firms share data and resources across domains and providers.

Adds Syversen, “this makes the concept of software asset management ever more difficult to manage in-house as IT wrestles with the demands placed upon it to optimise technology investments, whilst at the same time striving to be compliant with software licenses. This is why delivering a secure IT environment in the modern hybrid world further complicates the issue of SAM and software licensing for beleaguered CIOs and IT managers who are seeking specialist help in the quest for intelligent cloud optimisation and reduced total cost of ownership.”

Key takeaways from the Vanson Bourne report:

  • The vast majority of all software publishers have demanded a software license audit.
  • 46 per cent of respondents’ organisations have been found non-compliant – costing an average of $751,000.
  • Respondents estimate their organisation to have 9 people dedicated to SAM, but spend an average of 129 resource days dealing with audits alone.
  • 67 per cent believe that the migration to cloud complicates software licensing.
  • There is a clear causal link between cloud and SAM.

72 per cent of respondents say that their organisation’s investment in cloud technology has increased following the deployment of a SAM environment.

  

Josie Herbert

White Label Media

Tel: 07776 203307

[email protected]

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Creative Director of the Platinum Card®

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December 15, 2016 — Today, American Express announced that musician, producer, style icon and entrepreneur, Pharrell Williams will serve as the Creative Director of the Platinum Card. As the Creative Director, Pharrell will bring his creative vision and style to inspire and guide the global experiences, access and services that the Platinum Card is renowned for providing.

As consumers’ tastes and passions evolve, American Express will continue to bring exceptional premium experiences and benefits to its Platinum Card Members across travel, music, dining, fashion, art, wellness and more. Pharrell will set the creative direction for such experiences and events and inspire new cutting-edge collaborations and partnerships that meet the needs of the ever-changing premium consumer lifestyle.

“I’m excited to be partnering with such a globally respected brand as American Express to inspire new innovative and creative premium experiences and work together to enhance the future of the Platinum Card,” said Pharrell Williams.

“We want the Platinum Card and the experiences it offers to be influenced and shaped by our Card Members, so we’re thrilled to be working with long-time Card Member and creative visionary Pharrell to lead some of these efforts,” said Janey Whiteside, SVP of Global Charge Products, Benefits and Services at American Express. “Like many of our Card Members, he’s traveled the globe, he has an amazing imagination, and he loves to discover and share new experiences.”

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The 2016 Software & Technology Awards Press Statement

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Corporate America Unveils the 2016 Software & Technology Awards Winners

United States, 2017 – Corporate America announces the winners of the 2016 Software & Technology Awards.

With the corporate landscape becoming increasingly digital, many businesses are being defined by their online presence, and as such the need for quality technology support is increasingly vital.

As such, the 2016 Technology & Software Awards, which are now in their second year, focus on showcasing the hard work and commitment of the many businesses, departments and individuals across this market who are not only keeping their clients at the top of their game, but also driving innovation and, potentially, changing the way we do business for the better.

Hugo Smith, Awards Co-ordinator, commented: “Showcasing the achievements of these dedicated software and technology companies has been both a pleasure and an honor, and I look forward to hearing about their future success moving forward.”

All winners for the awards were the result of months of research and analysis from Corporate America’s dedicated awards team. As a result, each and every winner was chosen on merit only, and can take great pride from the fact that they were selected for their success.

To find out more about the best of the best in the legal, please visit the Corporate America website (www.corporateamerica-news.com) for full a full winners’ list and a link to our winners’ supplement.

ENDS

NOTES TO EDITORS

About Corporate America Magazine

Corporate America is the definitive magazine for CEOs, top tier management and key decision makers across the US. Created to inform, entertain, influence, and shape the corporate conversation across the nation through high quality editorial, in-depth research and an experienced and dedicated network of advisers, Corporate America provides our readership with the most authoritative and current analysis of the major changes effecting the corporate landscape, and the latest deals and topical issues dominating the corporate universe.


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Violent protests erupt after gasoline price hike

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Fuel prices will be adjusted to international prices and will be guided by the offer and demand.

Mexico started 2017 with new gas prices. The fuel price hike of between 14 percent and 20 percent sparked the violent reaction from the population that has left some casualties, injured and hundreds of people arrested in the first week of January.

The adjustment is part of the energy reform approved in December 2013 by President Enrique Peña Nieto that opened the exploitation of hydrocarbons to the free market by allowing foreign participation in the energy sector and putting an end to the monopoly of state-run Petróleos de México (PEMEX) in the oil business, generating expectations of lower fuel prices supposedly brought on by a supply and demand, and competition among various operators.

On Jan. 5, in the midst of the riots, Peña Nieto said in a message to the country that the measure “serves to avoid worse consequences in the future.” According to the president, maintaining the artificial price of gas would have meant an additional expenditure of over 200 billion pesos (US$9.7 billion), an amount equivalent to paralyze the social security system for four months and cutting funding for two years for all social programs geared for the poorest population groups.

To prevent this is why the government is taking these difficult decisions,” Peña Nieto said, while at the same time rejecting the idea that the increase in fuel prices is part of the energy reform. “This is an increase that is set externally.”

The truth is that the opening up to the market, established by the energy reform, implied that gas prices would be adjusted to international prices of hydrocarbons, thus eliminating the subsidies. Ever since its creation in 1938, from a decision of then President  Lázaro Cárdenas (1934-1940) to nationalize the oil industry, PEMEX had announced regular increases to fuel prices, although not in relation to international prices.

Economy in crisis
Many analysts agree in pointing out that the fuel and electric energy price increase will have an impact on inflation that is expected to increase by between 3 percent and 4 percent in January and could reach a maximum of 5 percent by midyear. The immediate effects will be an increase in transportation fees and goods and services that will directly affect the poorest population groups.

Gabriela Siller, director of economic analysis of Banco Base, forecasted that gross domestic product growth this year will be of only between 1.2 percent and 1.5 percent. Also, the threats made by US president-elect, Donald Trump, who will take office on Jan. 20, of slapping tariffs to car companies established in Mexico that assemble vehicles for sale in the US market, and in doing so forcing them to cancel their expansion projects, shot up the dollar that reached a historic level of 22 pesos per dollar on Jan. 10.

In a statement published on Jan. 8, the Mexican Catholic Church addressed the increase on fuel and electricity prices as a consequence of the poor administration, corruption and irresponsibility shown by PEMEX and the Mexican government.

We must now bear an unpayable and painful burden. Decades of poor administration and irresponsible spending have us now in this predicament of the energy policy that did not foresee the social consequences because there was no sensitivity shown on this issue. And the anger of the taxpayers is well understood when they have to pay for the mistakes of others, who in the past benefitted from power with bags full of petrodollars, and forever indebting the poor and middle class Mexican population,” read the statement from the Archdiocese of Mexico.

The statement  also demanded “more common sense from those responsible to take the reins of the country, who in an insensible and arrogant manner still dare to say that the government is working to support the most vulnerable sectors of the population and that Mexicans must take on this new challenge in order to progress. The population is tired of all this. This is why there is so much anger and indignation now.”

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Development and Support for HBCUs

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Established in 2010, HBCU Direct aggregates the country’s 100-plus HBCUs in an effort to increase revenues, decrease expenses and provide career opportunities for students through connections with corporate and government partners. The firm is a vertical business unit of Grassroots Promotions, Rod’s multicultural marketing company which was launched in 2001.

As CEO and Executive Director of HBCU Direct Rod is responsible for safeguarding the strategic direction of the company. This includes maintaining relationships with the institutions, developing strategic business partnerships and creating platforms that support HBCU connectivity with the broader global audience. Rod discusses the firm’s service offerings.

“There are more than 300,000 HBCU students, millions of HBCU graduates and even more fans and friends. Our role is to deliver strategic marketing partnerships, utilizing our experience and expertise with programs for customized for HBCUs,” said Chappell. “We are the trendsetters in our industry, which requires innovative products and services, with consistent contact with the institutions, their alumni and our business clients at all times.”

Another key part of Rod’s role within HBCU is to ensure that clients receive the service they expect. Through Rod’s leadership, he ensures that everyone is aligned to the firm’s guiding principles and is able to provide the very best possible service.

“HBCUs were created by thought leaders in 1837 out of a desire to train and teach black students. At HBCU Direct, our efforts to support our partners dictate that our staff understand the broader purpose. A key principle is that we serve and support the HBCU community first. Our staff of professionals must be competent and believe in this guiding principle.”

Working in such a dynamic, fastpaced industry, remaining in the forefront of innovation is vital. However, keeping up with industry trends is becoming increasingly difficult as technology changes daily. Rod discusses how his firm manages to keep up with sector evolutions despite this challenge.
“Understanding technological trends is key to HBCU Direct. Through keeping up with and using technology, HBCU Direct is able to test and expand messaging for our audiences. We utilize various technologies including email, social media, training software, internet television, solar development and remote sensors.

“Overall the future is bright for HBCU Direct. The use of technology will become increasingly more impactful in the near future with the launch of our IPTV network, solar technology training initiative, talent booking software and a new remote sensing platform.”

“In addition, we keep abreast of the latest changes in the wider HBCU market through constant, diligent research. I read a great deal about new trends through online articles, industry email alerts and magazines like Entrepreneur, Inc., Black Enterprise and Forbes. I often attend industry events and trades shows, and visit locations where I can reach key audiences. All of these activities ensure that our firm is consistently one step ahead of the latest industry developments and are able to adapt our service offerings accordingly.”

As he looks to the future, Rod is optimistic about the plans he has to build upon the firm’s current success and continue to support the work of HBCUs.

“Overall the future is bright for HBCU Direct. The use of technology will become increasingly more impactful in the near future with the launch of our IPTV network, solar technology training initiative, talent booking software and a new remote sensing platform. In five years, I plan to be on my second HBCU CEO book tour teaching young entrepreneurs about the carousel road of business and monetizing their passions.

The first book, entitled HBCU CEO: Passion to Profit, will be released during the second quarter of 2017, and I am excited about the opportunities this will provide and look forward to empowering other young people and entrepreneurs through my insightful book.”

Company: HBCU Direct, LLC
Contact: Rod Chappell
Address: 2020 Howell Mill Road, NW Atlanta, Georgia 30318
Email: [email protected]
Website: www.hbcudirect.com

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Your Essential Guide to Building a Profitable, Sustainable Business in Today’s Marketplace

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Flat or declining sales are what many companies and salespeople are facing today. Let’s face the facts – there is a lot of uncertainty right now. All that uncertainty leads to individuals and businesses holding on to their money. So, what can you do about it? I’m going to give you 7 reasons why sales are flat or declining and what you can do to make your sales begin to soar! I guaranteed that if you commit to these changes and begin to always look for new ways to improve, your sales skills you will see improvement.

1. TIME MANAGEMENT Look at the existing technology that is available to you, and use it! To grow your sales, you will need to put dedicated time into all the necessary actions, such as: prospecting, contacting, followthrough, relationship building, personal development, marketing (traditional and social media), networking, research, planning, competitive analysis and roleplaying practice, just to name a few. Each needs to be scheduled so that nothing gets missed.

2. SALES CYCLE Identify the length of your Average Sales Cycle. A Sales Cycle is calculated by determining the length of time from your first contact with a customer until the customer invests in your products or services. This will vary greatly by business type. To illustrate this point, here are some examples: If you are a Quick Lube retail store, your Sales Cycle is 10 minutes. If you are a Real Estate Agent, it may be several months. If you are selling complex enterprise solutions it may be a few months to over a year.

You get the idea. It will vary but you need to determine yours. In each of these cases you will have variances as well. One of your sales may take 7 days, another 14 days and another 30 days. Adding up all the time each sale took and dividing by the number of sales determine your Average Sales Cycle.

In the example I just used, you would add the 7 days plus the 14 days plus the 30 days, which would total 51 days. You then divide that by the total number of sales (in this case 3). You have 51 days divided by 3 sales, which leaves you with an Average Sales Cycle of 17 days. Each time you make a new sale, add the time that sale took to complete to the previous total. Then divide by the new total number of sales. If you do this every time you will keep your Average Sales Cycle up to date and perpetual.

This information is vital because one of the ways to get more time to get more customers is to reduce your Average Sales Cycle (without reducing the dollar amount of your Average Sale). If you do not track and know

“Remember, your success tomorrow is in direct proportion to your “Commitment to Excellence®” today.”

Your Average Sales Cycle, you will have little or no impact on it. This is just as true for a business as it is for an individual.

3. CHANGING PERSONNEL Clients are always going to have people who leave as your main point of contact. Some will quit, some will retire, some will be promoted, some will be demoted, some will transfer, etc.… The main point is they will no longer be your main decision maker. In some cases, they will stay; however, for some reason they will be unwilling or unable to make decision you need.

In order to make sure your sales don’t stall out and go flat, you will need to identify all the decision makers and establish relationships with each. At every visit, you need to expand your points of contact and look for new decision makers.

4. CAN’T GET AN APPOINTMENT Remember, there will always be times when you just won’t get an appointment, no matter what you do. However, most often not getting an appointment is a result of lack of preparation and confidence.

To remedy this, first you have to project yourself in the role of a confident, trusted, well-prepared business advisor and professional. Nothing breeds confidence more than having a plan of action.
For example: think of 10 reasons why a customer could object to meeting with you. Then write out the answer to each objection. Keep in mind that the answers must address why meeting with you would be beneficial to your potential client.

Once you have the answers, script a role-play (write a script as if two actors where going to act it out) on how you can get them to see their way clear to meet with you. Practice the answers in role-play form with someone else until you are smooth and confident. If you are in retail and the customer comes to you, for all intents and purposes you have the appointment.

In this case, you need to go through the same exercise. However, your 10 reasons should address why a customer might delay making a decision on owning your product or service today.

5. PRICE CONCERNS You have got to present only what has value to your customers. Average salespeople will tell a customer everything about their product and/or services without finding out what the problem is the customer is looking to solve. Before presenting anything about your products or services, you must find out the problem for which the customer needs a solution.

This is done through the use of Wants and Needs Analysis™ questions. Once the problem has been diagnosed properly, excellent sales professionals present only the Features, Advantages and Benefits (F.A.B.’s) that represent value to the customer in solving their problem. Presenting anything else means the customer is paying for F.A.B.’s that have no real value to their situation. Anytime someone feels they are paying for something they will not use or will not get value from, a Price Concern will always be the result.

6. CUSTOMER CAN’T GET APPROVAL If you have gotten this far, maybe you didn’t ask the ‘Right Questions ’up front. Make sure that whom you are talking to makes the decisions in this area. Determine through proper Wants and Needs Analysis™ questions what products they want and/or need and what they can afford. Remember, there are only two things that need to be present in order for a sale to happen:

1. You have to have a product or service that your customer Wants and/or Needs, and 2. They have to have the ability to pay for it. Both of these conditions must be met at the same time.

7. NOT ENOUGH PROSPECTS It is important to always be adding potential customers to your sales pipeline. They must be companies or individuals that can legitimately benefit from what you offer. It is true that it is harder and more expensive to find new customers than to keep and expand business with the ones that you already have.

You must both find new customers and expand business with existing customers in order to keep your sales growing. For the customers that you have now, look for new ways to do business with them (i.e. look at their different departments and different locations). They may not know that you offer some of the products and/or services that they are currently getting somewhere else. You can find all this out by asking the ‘Right Questions’.

As for companies that you have no business with now, look at the companies your direct competitors do business with as the first source of prospects. They should all be potential customers for you. Thoroughly examine all the capabilities of your company and its products or services.

Some may be under-utilised and can be developed with a little effort. Investigate other industries that are using similar products or services. It is not uncommon for many industries or groups to have similar needs and problems. As an example, to illustrate this: a number of years ago, a food services company was working with an airline. The airline wanted fresh vegetable snacks included in their boxed lunches to be passed out on the plane. The packs needed to be small so that costs could be low and so there would be little waste and no storage issues in the limited space available.

The food service company was used to this request since they had worked predominately with airlines for years, and the portion size was always a concern for the reasons already mentioned. When the airline industry had a huge downturn, the company’s sales reacted accordingly. Fewer flights meant fewer boxed lunches. When we first discussed with them the idea of looking outside their industry, it was met with resistance. But after some effort they began to look at other places where small packages of fresh fruit or vegetables could solve some problems. To make a long story short, several prepared packaged lunch programs for schools had this need. Better still, the need existed in programs all across the country.

The resulting sales grew to be even larger than the sales to the airline industry and were not as fluctuating due to the economy. If it made sense that prepared school lunches were using the small packages of fresh fruit or vegetables, then what about lunches being made at home? That question led to sales with national, regional and local grocery stores.

So today, the company is much larger than it previously was. It has a much more diverse base of customers, it has stabilised its income stream; it has expanded its offerings, and their products
are available everywhere. All this happened because this food service company asked the ‘Right Questions ’and looked outside their traditional customer base into other industries to see who else might have similar problems to solve. They continued this process to expand into new sales channels, which greatly enhanced the company’s revenue and profits.

There are many reasons why sales may decline or be flat. Some are out of your control. However, the 7 reasons that I have listed here are in your control. Address them with the positive action steps we recommend, and you will see results begin immediately. Keep in mind, success is an ongoing lifetime journey not a destination. Now get busy making yourself the best you can be!
Richard Tyler is the World’s Top Sales and Management Expert. Subscribe to Tyler Tips® for more Personal and Professional development principles at www.TylerTips.com

©1989-2016, Richard Tyler. All rights reserved. Except as permitted under the United States Copyright act of 1976, no part of this publication may be reproduced or distributed in any form or by any means or stored in any database or retrieval system without prior written permission from Richard Tyler.

Company: Richard Tyler International, Inc.®
Name: Richard Tyler
Address: 5773 Woodway Dr., Suite 860, Houston, TX 77057-1501, USA
Phone: (+1) 713.974.7214
Websites:
www.RichardTyler.com
www.SalesImmersion.com
www.RichardTylerTechnologies.com

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Michael Walters Advertising

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Established in 1988, MWA operates and has clients in all 50 states, Canada, Mexico and Puerto Rico, specializing in higher education, healthcare, insurance, building products, sports team and franchise business. The firm supports a range of national household names, including Morton’s Steakhouse, Auto Owners Insurance, Paul Mitchell Schools and the World Champion Chicago Cubs.

Jim, who has been with the firm since inception, talks us through his role and leadership style.
“My primary role at MWA is to continually build a culture of creativity, openness, caring and a genuine passion for our clients ’ success. I also work with our senior leadership to set creative and media strategy for our clients.

“Fundamentally, our leadership style revolves around teamwork and collaboration. Everyone at MWA has a voice in our culture and is key to our continued success. Our management is governed by our basic principles: to treat people like adults and they will behave like and assume the responsibilities of adults; hire good, caring people; work as teams and let people do what you hired them to do. In addition, we always have our clients ’best interests and success in mind, and every one of our staff is passionate about everything they do. Overall, we try to have fun and enjoy ourselves.”
Remaining at the forefront of emerging developments is vital in advertising, with technology being key to providing clients with the service they need, whilst remaining at the forefront of the latest industry innovations.

“One of the advantages of our diverse client roster is our ability to always be early adopters. We placed our clients on Pandora when it was in its infancy and most listeners were very young. Since then, it has become the mainstream for adults of 35-54 years, while millennials move on to other platforms. Since we market to people between the ages of 16 and 85, we endeavour to evolve with the trends.

“We never try to keep up with these trends; we stay ahead of them. Everything we do and every dollar we spend on behalf of our clients involves A/B testing. That process never ends. We keep testing and targeting to deliver the best ROI. That’s why all of our clients are experiencing double digit growth, regardless of industry.

“Ultimately, keeping up with technology is imperative for survival in our industry. When we moved to our office in Chicago, we wanted to be near the newspaper offices. Now, we never run print. Over 50 per cent of our media is digital. Every day we try new options like geo-targeting and behavioural modeling. But, while the new technology is amazing, we also know people still watch TV, still listen to the radio and still respond to billboards, and therefore, we always try not to lose sight of what consumers want.”

“But, while the new technology is amazing, we also know people still watch TV, still listen to the radio and still respond to billboards, and therefore, we always try not to lose sight of what consumers want.”

One of the clearest examples of MWA’s field-leading work in rebranding and marketing of companies and their mission has come through the firm’s work with New York-based municipal bonds insurer Build America Mutual (BAM).

BAM’s mission is to improve municipal bond liquidity and market access for issuers by providing municipal bondholders with an unconditional, irrevocable guarantee that principal and interest will be paid on schedule. Their desire to redesign their brand led MWA to create a solution based around extensive market research, followed by a robust media plan focussing on investor sources, targeting Financial Advisors and Municipal Finance Professionals, so as to reintroduce BAM to the market, garnering greater exposure and interest.

Long-term brand building such as this requires careful and diligent management to maintain a consistent, relevant presence in the hearts and minds of the target audience. MWA is especially devoted to efforts to derive a very particular brand philosophy, one which upholds the company’s proprietary ‘Map to Market ’process, which has been developed over the course of 25 years. This allows MWA to dive deeper in the target audience of its clients and understand who exactly they are and what motivates them to succeed in their chosen area.

This is the most important aspect to creating a successful rebrand. “The process begins with the gathering of pertinent information that will be critical to understanding where the client is currently. This starting point allows us to identify key potential pitfalls and barriers that have impacted the company, perhaps causing it to degrade in some aspects over time. Positive feedback can then be harnessed as we develop the new brand structure. Only by understanding where the company is now and where it has been, can MWA effectively start their development process.”

“Tools that are routinely used in the process include a survey of current and potential customers, which are identified by the cloning of current and past customers. The surveys will uncover a wide variety of information that will include demographic, psychographic, lifestyle, brand
perception and ultimately begin to frame the brand as it stands currently.”

“Following this, the next step is to take the current brand perception based on the survey answers and validate it by utilizing focus groups (both external and internal audiences). This will allow MWA to dive deeper into the survey questions and further expand on the respondents ’answers, so as to uncover more of the emotional and motivational factors associated with the client.”
Looking ahead, Jim is excited about the future, as he concludes by discussing the firm’s goals and
how it aims to achieve them.

“In five years ’time, I see myself continuing to lead MWA into the high-tech future of advertising. At the same time, we will adhere to the old-fashioned principles of respect and consideration, in order to continue providing our clients with the services they need. This aim will provide us with many opportunities for growth and we look forward to taking advantage of these going forward.”

Company: Michael Walters Advertising
Name: Jim Lake
Address: 444 N. Wabash, Chicago, IL 60611
Phone: +1 312-585-1760
Website: www.michaelwaltersadvertising.com

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Making a Difference

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Using proprietary software, the team of devoted healthcare professionals at NavCare provides patients with two or more chronic conditions with coordination of care among all providers of care, including other doctors, surgeons, specialists, labs, and pharmacies. NavCare’s Care Coordination team builds a bridge between patients and healthcare providers, so that patients are provided with 24/7 access to a Care Center that is managed by RNs and staffed by locally licensed nurses. Here, those in need of those services may receive medication management, as well as on-call and after-hours triage.

NavCare also gains a significant voice in its industry through its population health management services (PHM), to help close the gaps in care while delivering reporting on quality measures and outcomes. NavCare’s PHM dashboards provide data analytics and visualization tools that aggregate data across multiple health information technology resources into a unified source of truth, identifying at-risk populations, engaging patients in their health goals, and allowing for the improvement of both clinical and financial outcomes.

Jon Wilder has been instrumental in the enhancement of the company’s Care Center; since
the development of the NavCare company in November 2015, Jon has driven the expansion of the Care Center to further greatness with a honed focus on Chronic Care Management, Transitional Care Management, and Public Health Management. The Care Center has become the classic exemplar of clinically-managed care coordination under Jon’s direction.

Jon comments upon NavCare’s place within its competitive market, in relation to the way in which the company stands out as the very best choice for patients and customers with a need for effective and well-meaning chronic care management.

“Our competitors, for the most part, are software companies who use healthcare workers in a call center,” Jon comments. “NavCare, meanwhile, is a healthcare company with a really good software platform at its core.

“Crucially, we have a Care Center, not a call center. With a history of more than 30 years spent providing healthcare to seniors, the main target audience of CCM, we understand the needs of this demographic, and we further know how best to provide for their continued care. We clearly understand the idiosyncrasies of the healthcare industry, not just from an IT standpoint, but from the standpoint of a provider of healthcare for senior adults.”

Jon and his staff are also very excited about the future of care management. To date, they have 60,000 lives under contract and in their care, and this further accentuates the need for the company to maintain their leading role in the development and application of technologies to improve their services, and the livelihoods of their patients.

“As a healthcare company, it is unique to develop your own software,” Jon explains. “However, we have been instrumental in the enhancement of our software and in fact, purchased controlling interest in the platform. NavCare is engaged in healthcare and we are aware of what providers need to be successful. We enhanced the platform to make it work better within the parameters we know must be met. Therefore, we are better able to deliver information to help our physicians meet the quality measures required for MACRA, MIPS, ACU measurements, and other Medicare requirements.”

Furthermore, as healthcare professionals, the NavCare staff make all the difference in the world, Jon says. “Our experience in healthcare is the driving force behind our service; it makes a difference when you can assure your clients that their patients will be communicating with people that are not just ‘call center ’ workers, but who are licensed nurses, certified in either care management or geriatrics, or in some cases both. “Our teams work closely with physicians and their patients and effectively become a part of the physician’s practice. Patients and care givers are talking to familiar voices as they deal with day-to-day issues with their chronic conditions.”

One of these partner physicians with whom NavCare have established a working relationship is Dr. Paul Roller of Senior Care Geriatrics in Birmingham, Alabama, who lends testimony to this, explaining the reasons behind NavCare’s past successes as well as its future potential. “NavCare has been very successful already in helping us to keep these patients out of the hospital.

I think that one way in which they are so adept in this regard is that at the point of contact, where the patient is able to talk to their nurse on the phone, is in some way different to what has come before, something that they may not have been able to do in the past. They may have ended up going to an urgent care center or even going to the emergency room. NavCare has been quite helpful in helping us with those patients who are on the program in terms of getting their chronic care management needs met.”

Dr. Roller’s words underpin the innovative ways in which NavCare utilise technological and telecommunications solutions in order to improve welfare for its 60,000 patients.

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Hitting New Highs in Healthcare

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For more than 70 years, CaroMont Health has been committed to its vision to be a recognized leader and trusted partner in promoting individual health and vibrant communities. Doug, who has been with CaroMont Health for six years and believes himself to be Chief Encourager, Coach, Resource Provider and Strategist, outlines how the organization achieves its aim through dedication and expertise.

“Here at CaroMont Health, our network of physician practices, urgent care, hospice and emergency facilities is anchored by CaroMont Regional Medical Center – a 435-bed, not-for-profit hospital. The hospital was first established in 1946 to serve the medical needs of the citizens of Gaston County. Many years and expansions later, our mission remains focused on caring for the people and communities we serve.

“What has always distinguished CaroMont Health from other healthcare systems is the extraordinary care we provide to patients and those who love them. Our dedicated team combines the skill and experience of worldclass practitioners with a distinctly human, neighbourly approach to compassionate care.”

Doug started his career by serving in the United States Army Infantry. Following on from his service, he completed the Radiologic Technology Program from Jefferson State Community College in 1989 and began a healthcare career as a Radiologic Technologist. He joined CaroMont Health in December 2010 as Executive Vice President/Chief Operating Officer. The following June, he accepted the role of acting CEO, while also fulfilling EVP/COO duties, in order to maintain executive leadership during a CEO transition and in 2013, he officially assumed the helm as President and CEO.

With more than 25 years in the healthcare industry, Doug has strong experience supporting staff and leading teams. He discusses the most important aspects of leadership and how he aims to embody these at all times.

“When managing staff, it is of vital importance that you always show the utmost respect to them and offer a caring culture where they feel supported. Our corporate culture, which is best defined and explained by our corporate CARES values – compassion, accountability, respect, excellence and safety – is how I structure my management approach. While each value is important to our mission, our compassion for our patients and each other sets us apart. The acronym for our CARES values aligns perfectly with our mission and vision as an organization as well as my own.

“Our corporate pillars also help guide me, my actions and decision-making on behalf of the organization, our employees and our patients. These integrated pillars are our commitment to our stakeholders and to each other. As a healthcare system, we have a high responsibility unlike other industries, and this obligation underscores the services we offer, the care we provide, the stakeholders we interact with and the way we interact with our community.”

“Fundamentally I always strive to lead a system that will be a model for other local, independent health systems; to provide as good or better value than large delivery systems.”

“Listening is also key to being a successful leader; throughout my career and my experience raising my daughter, I have learned to wait until the conversation is finished, rather than start prescribing answers. You have to let all the information come in before you offer your advice. I have also had to learn self-discipline and how to remove self-bias in order to truly listen and understand the other person.

Doug is passionate about building on the success that CaroMont Health has already achieved and is keen to create a legacy of excellence by continuing to develop and adapt.
“Fundamentally I always strive to lead a system that will be a model for other local, independent health systems; to provide as good or better value than large delivery systems. In five years, I hope to see myself continuing to improve CaroMont Health. I am invested in our employees and in our community and I want to see both of them grow.

“In order to achieve this, one of the areas I focus on is mentorship. I see a host of young talent that will make great future executive leaders. Our industry is high stakes and I aim to provide these aspiring leaders with mentors who have the knowledge and experience to share in a safe and supportive environment. I look forward to the opportunity to work with and develop new talent and watch them flourish.”

Company: CaroMont Health
Address: 2525 Court Drive, Gastonia, NC 28054
Website: www.caromonthealth.org

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