Home Fitness Franchise Send Me A Trainer Expands Internationally to the UK after Rapid Growth in the US in 2020

Home workout

Send Me A Trainer announces today that it has awarded its first Franchise in the United Kingdom. Send Me A Trainer is the first in-home and live online personal training on-demand franchise that is redefining the fitness franchising industry.

During 2020, in its first year of franchising and during COVID-19, Send Me A Trainer quickly expanded and witnessed a huge increase in demand for its franchise model. In total, 10 territories were awarded across the United States with dozens of applications still under review. It also awarded its first franchise in the United Kingdom and has received multiple requests for Master Franchise opportunities in other countries. Send Me A Trainer was also featured on the cover of Entrepreneur Magazine, listed in the top 100 Fitness Franchises by Franchise Connect Magazine, and featured in Authority Magazine as disruptors in the fitness industry.

“The data around the huge boom in home fitness is staggering,” says Muhssin El-Yacoubi, Co-Founder of Send Me A Trainer. “Industry experts indicate that the Total Addressable Market of the home fitness industry has increased by $10 Billion annually due to COVID-19 driving consumers away from fitness clubs. Also, monthly Google search volume for “at home fitness” is up over 3x compared to pre pandemic levels. This is causing a huge demand increase for Send Me A Trainer and home fitness solutions that offer the convenience of working out from home.”

“Home fitness was already popular in recent years and COVID-19 has only accelerated this trend and it is here to stay,” says Bary El-Yacoubi, Co-Founder of Send Me A Trainer. “Our clients have the option to train one-on-one in-person, or live online face-to-face from the convenience and safety of their homes. In-home personal training is available in markets where we have a franchise partner and live online personal training is available nationwide in the US and will be available in the UK soon. Demand for live online one-on-one personal training has skyrocketed and this has allowed us to scale up faster and serve clients nationwide.”

“Consumers are also increasingly looking for more accountability and customization in their workouts and the market is rapidly shifting in this direction,” says Bary El-Yacoubi, Co-Founder of Send Me A Trainer. “Send Me A Trainer provides its clients with a high level of customized programs and accountability beyond what is possible by connected exercise equipment and video streaming services. Think about all those people that used to hire a personal trainer at the gym that are looking for customized programs and the personal accountability of a trainer. Where are they going? That’s where we fit in.”

Now those looking to take part in the booming home fitness industry can do so by opening a Send Me A Trainer franchise, a leading brand that has over a decade of experience in the in-home personal training industry with proprietary technology. 

“Our franchises are attracted to our technology driven, home based business model with low overhead and no physical location required,” says Muhssin El-Yacoubi, Co-Founder of Send Me A Trainer. “The modern business owner can now own a technology enabled on-demand business as a franchise. Our technology automates operations of the business, so franchise owners don’t get caught up in tedious things like payroll. It’s changing the entire concept of business ownership in the franchise world.”

We are thrilled to be expanding Send Me A Trainer into the United Kingdom with our Master Franchise Partners and making this convenient and timely service available in the UK. Our first franchise is in Glasgow and is expected to launch in a few months.

Send Me A Trainer is also currently expanding internationally through Master Franchise partnerships. Master Franchisees award and oversee Send Me A Trainer franchises in their country. In the current environment with high unemployment, many people look to franchising to start their own business as an attractive career move. The same trend occurred after the financial crisis in 2008 where the industry witnessed a spike in new franchises opening. Given the sensitivity today around brick-and-mortar business, those looking to start a franchise now are primarily interested in home-based businesses with lean overhead models. This means that about 75% of all franchise concepts (that are brick-and-mortar), are essentially not relevant and all the attention is on the remaining 25%, which Send Me A Trainer is part of. Becoming a Send Me A Trainer Master Franchise partner offers an opportunity to participate in the boom in home fitness at scale.  

To learn more about Franchise and Master Franchise opportunities with Send Me A Trainer and to apply, visit: https://www.sendmeatrainer.com/franchise/

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New Research Uncovers the Link Between Faster Decision-making and A Greater Share of Profit

Decision making

Large businesses with access to the right data make faster organisational decisions and are more likely to see 16% higher profits*, according to analysis

 

A new report has found that big businesses in the UK and US are taking too long to make important organisational decisions and it may be impacting their ability to capitalise on a 16% profit growth opportunity. Businesses that are almost twice (40%) as fast at addressing inefficiency and ineffectiveness in their organisations said they always have access to the data they need to make a decision. That in turn correlates to 16% higher gross annual profits* when compared to those that are slower off the mark.

What’s more, a large majority (89%) of the senior business leaders surveyed felt that they risked being left behind the competition if they take too long making important decisions. Yet, only a third said they have the right amount of time to make a decision, with 61% calling out for more time to get it right. 

The report by specialist technology research company, Vanson Bourne, and organisational planning software firm, orgvue, polled 750 senior business leaders in the UK and US to find out whether there was a correlation between faster organisational decision making and greater business performance. And if so, what it takes to make better decisions faster. 

While it was evident data-driven decisions improved speed, 79% of big businesses said they’ve made important decisions in the last year based on instinct and gut-feel alone. Those opting to go with their gut are also more likely to hesitate in the decision-making process. Over half (55%) said they’ve hesitated to make an organisational decision in the past year, with big businesses in the UK most likely to be cautious (67%) compared to the US (49%).  

The problem is the stakes are higher as 89% say the impacts of their decisions are lasting longer than ever. And almost two thirds (60%) said their confidence was knocked due to the uncertainty brought by COVID with more factors to consider than ever before. With Brexit looming and a prevailing sense of uncertainty, that’s resulting in longer decision-making cycles for over half (51%). 

 

Rupert Morrison, CEO at orgvue, said: “Too many businesses are still finding themselves hesitating in the hope that a silver bullet solution presents itself for the organisational challenges they’re currently facing. They’re asking themselves ‘what now?’ when the real question they should be asking is ‘what if?’.  While COVID has caused unprecedented disruption for businesses globally in 2020, it’s not the first time a crisis has thrown us into uncharted territory, and it won’t be the last. Yet half said their confidence has taken a hit.

Our research is clear, leadership by instinct under these circumstances is a one way ticket to slow decision making and could mean leaving cash on the table. Instead, invest in getting the right data to the right people and continuously model different scenarios. By doing so, you can make swift decisions fearlessly and we’ve seen how those organisations prepared to commit quickly and confidently to a course of action are seeing a greater chunk of revenue turn to profit.”

Overall, 74% said they’ve regretted making a business decision too slowly, with a third (35%) saying it caused a negative impact on operational efficiency and productivity, a further 34% said it caused employees to lose engagement and 29% said it caused further customer dissatisfaction. UK-based businesses were shown to need the most time to make any kind of organisational decision, where addressing inefficiency and ineffectiveness takes them 20% longer than in the US. 

 

*profit as a proportion of total revenue

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Broad American and International Coalition Formed to Oppose Limitations on Domestic Blueberry Imports

Blueberries

Ahead of the incoming Biden Administration’s first major trade dispute, American and international blueberry berry growers, importers, distributors, purchasers, and suppliers have aligned to form The Blueberry Coalition for Progress & Health. The Coalition has been organized to oppose limitations on blueberry imports, including the upcoming International Trade Commission hearing on blueberry imports. All members of the Coalition agree that imports are not a substantial cause of serious injury to the domestic blueberry industry. In fact, the U.S. blueberry market is healthy, thriving, and is doing its best to keep up with the year-round marketplace demand for this healthy and nutritious fruit.

U.S. consumer consumption of blueberries has experienced more than a 300% increase in per capita consumption since 2005 and is now at an all-time high of 1.79 pounds per person. Restricting blueberry imports into the U.S. will limit consumers’ access to these healthy, delicious, and nutritional berries. Domestic growers cannot alone meet the rapidly growing U.S. consumer demand for a year-round supply of this healthy “super fruit.” Imports are crucial both to meet current demand and to continue to grow the market for the benefit of all growers, domestic and abroad.

“Our family has been farming in America for over 10 generations, and we are headquartered in the San Joaquin Valley in California. Our decision to farm in Mexico and Peru, in addition to the U.S., was in direct response from our retail customers to produce and deliver quality blueberries throughout the entire year,” said Dave Jackson co-owner of Family Tree Farms and a key member of the Coalition. “If we could grow blueberries year-round exclusively in the United States we would, but seasonal crops like blueberries require farming in other countries to meet growing consumer demand throughout the year.”

Blueberry demand has exploded in the United States, and supply has followed suit. While fresh and frozen blueberry imports have grown over the last five years, so have domestic shipments of both types of products. Production and sales volumes indicate both domestic and import supplies have their own independent growing seasons.

The seasonal nature of domestic production means that blueberries grown in the U.S. are essentially unavailable for 20 to 30 weeks a year for most U.S. consumers, and the vast majority of the increase in fresh blueberry imports has occurred during these months. Approximately 80% of imported fresh blueberries enter the U.S. in off-peak weeks, implying that the vast majority of imports do not compete with domestic blueberries. Given the lack of temporal overlap when the two sources of supply are present in the U.S. market, imported and domestic blueberries are better seen as complements than substitutes.

“The domestic industry has earned double-digit operating margins in every year of the time period included within the United States International Trade Commission (ITC) investigation, which compares favorably to broader farm industry benchmarks,” added Joe Barsi, President of California Giant Farms of Watsonville, Calif. and also a leading member of the Coalition. “At California Giant Berry Farms, our mission is to deliver high-quality berries and take care of our growers. We believe that the counter seasonal supply of imports has increased consumption in the U.S. and has helped the health of the domestic blueberry industry.”

U.S. fresh blueberry production and shipments are heavily concentrated within a 20-week period, running from late-April to early-September. Over 90% of U.S. fresh blueberries are sold during the 20-week peak season. Farmers in large blueberry growing states including North Carolina and New Jersey sell all their blueberries in the peak weeks. Farmers in other large blueberry growing states including Georgia, California, Oregon, and Washington sell more than 90% of their crop in peak weeks. Farmers in every U.S. state except Florida sells at least 80% of its fresh blueberry crop within the 20-week peak U.S. season.

“The U.S. blueberry market is thriving, and our goal is to ensure that we continue to fairly meet the marketplace demand for this healthy and delicious fruit,” added Barsi. “Blueberry imports are crucial to U.S. consumers, retailers, and the U.S. economy, and they clearly contribute to the success of the domestic industry. We are launching this Coalition to alert America’s blueberry lovers and to educate decision makers on the stakes of their upcoming actions, and to prevent the destruction of the thriving and essential blueberry industry.”

To learn more about the benefits of imported blueberries to U.S. consumers, growers and the economy, visit the website for the Blueberry Coalition for Progress and Health.

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IoT and 5G Boost Global Electronic Test and Measurement Market, Says Frost & Sullivan

5G

Frost & Sullivan’s recent analysis, IoT and Hi-speed Communication Powering the Global Electronic Test and Measurement Market, 2020, forecasts that the advancement of 5G and the implementation of Internet of Things (IoT) technology will help the market reach $18.94 billion by 2025, despite a slight decline of 0.7% due to COVID-19. Driven by digital transformation, IoT, Industry 4.0, and other Mega Trends, the use of connected electronic devices is expected to grow regardless of vertical, as will the demand for electronic test and measurement equipment.

“Electronic test and measurement (T&M) instruments find significant utilization in research, product development, prototyping, manufacturing, and field testing applications,” said Prabhu KarunakaranIndustry Analyst, Frost & Sullivan. “Semiconductor automatic test equipment (ATE) is likely to be the top revenue generator due to the sheer size of the market, ever-increasing end-user demand and the evolution of consumer electronics technologies. Radio frequency (RF) test equipment is expected to represent the second-largest revenue opportunity, driven by continuing R&D investments in communications and other verticals—both current and future programs in 5G and 6G—and the commercialization of 5G.”

Karunakaran added: “The automotive end-user vertical is also expected to emerge as a significant contributor given the aggressive progress of autonomous projects, which will fuel demand and continue to offer growth opportunities.”

For further revenue opportunities, electronic T&M vendors should explore the following growth areas:

  • 5G: Work with various stakeholders in the value chain to capitalize on the opportunities that advancement in mmWave technology and the proliferation of 5G use cases will bring.
  • Autonomous driving: Proactively monitor the development of electric vehicles (EV) and other new mobility technologies to develop solutions that address their natural testing needs.
  • Power applications: Innovate and develop solutions that offer design engineers better noise performance, more precision and the ability to catch fast, small, and unpredictable signals.
  • Edge IoT: Understand varied requirements for testing and design equipment that are cost-effective and require minimum customization.
  • Next-gen data centers: Work with end users to understand relevant requirements and develop products to support such R&D activities.

IoT and Hi-speed Communication Powering the Global Electronic Test and Measurement Market, 2020 is part of Frost & Sullivan’s global Measurement and Instrumentation Growth Partnership Service program.

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Sustainability and Business Go Hand in Hand 2021

Sustainability

Companies are always looking for new ways to grow, so many decide to go green. Business owners see strong results on bottom lines after implementing eco-friendly solutions. Sustainability and business go hand in hand in 2021, so read about how a few changes could make next year your most successful one yet.

Going green isn’t just a hobby anymore. It’s becoming an expected lifestyle that consumers don’t want to sidestep when buying goods and services. These steps will show your clients that you value their sustainable goals and grow your consumer base overnight.

 

Young People Want Hope

Evidence for global warming grows each year. In 2019, 57% of Americans expected the environment to get worse for the next generation. Young people adapt their routines to minimize their carbon footprint, but they’re also aware that more progress lies elsewhere. They know businesses could make a significant positive impact in the race to improve the environment. A recent global survey found that 61% of consumers want businesses to lead the way as the world goes green.

Companies that start sustainable practices will gain new and recurring clients who want a brighter future. Maintaining these efforts strengthens customer loyalty and makes any company more appealing to younger generations who hope to grow up in the same world they were born into.

 

Federal Tax Credits Help Profits

Business owners may struggle to invest in sustainable technology because it’s expensive. If you can overcome the initial financial hurdle, they’ll pay themselves off quickly. You’ll save money on recurring expenses like the electricity bill and earn green investment tax credits for your next yearly filing.

 

Sustainability Supports the Local Economy

Sustainability comes back around by supporting the local economy. Instead of paying for products from companies that outsource their labor, company owners can find locally sourced businesses that support small farms and fisheries. Your money goes directly to the locals who make your city thrive and funds the work that necessitates new jobs.

 

Employees Become Healthier

Going green doesn’t have to start by overhauling your electricity usage or developing new product packaging. Start in the office and make it a healthier place for employees. Throw out old cleaners if they use chemical ingredients. Some of those airborne pollutants irritate lung tissue and others will drain into the environment and pollute waterways.

Start 2021 by only using environmentally friendly cleaning products. Start 2021 by only using environmentally friendly cleaning products. Maintaining cleaner air and germ-free office surfaces with biodegradable products is better for everyone and the planet.

 

Green Technology Pays for Itself

Business owners may still have some difficulty making their first leap into sustainability because of the upfront costs. A recent study found that going green always pays for itself if you give it time. If the country switched to 100% renewable energy overnight, the $73 trillion would save $11 trillion every year, requiring only seven years to recuperate the initial investment.

Smaller companies wouldn’t have to spend that much or wait that long. Find an expert who can dig into the math and discover when your investment would turn a profit. The savings could mean the difference between shuttering your windows or having the emergency funds to make it through difficult times.

 

Look Forward to Green Changes

As 2021 begins, look forward to how sustainability and business go hand in hand. Everything from supporting local farmers to switching the office cleaning products will make your company greener and experience greater success.

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Every Step Counts – Toyota Releases its 2020 North American Environmental Report

Toyota

Toyota endeavors to help address major environmental issues facing the global community, such as climate change, water scarcity, resource depletion and habitat loss. To minimize environmental impact across its business and maximize positive outcomes, Toyota Motor North America (TMNA) has focused its 2020 environmental sustainability efforts on five key areas – carbon, water, materials, biodiversity and outreach.

This year’s North American Environmental Report highlights include:

  • Waste Reduction and Recycling: At Toyota Motor Manufacturing Canada (TMMC), team members developed a method for recycling the plastic resin waste used to mold front and rear bumpers by melting and returning the plastic resin, known as TSOP-7 to its original form without any degradation in quality. This process, which is regenerative by design, demonstrates a circular economy and has ensured that 100 percent of the scrap bumper material that leaves TMMC comes back to TMMC.

  • Reduced absolute greenhouse gas emissions by nine percent in Fiscal Year 2020 compared to Fiscal Year 2019. This improvement is attributed to energy efficiency improvements, investments in renewable energy and changes in production volumes and model mix.

  • New electrified product launches including the RAV4 Prime Plug-In Hybrid, Sienna Hybrid and Venza Hybrid. In keeping with our aim to offer an electrified version of our entire lineup by around 2025.

“At Toyota, it’s imperative that we do our part to offer more sustainable solutions to our customers, while identifying ways to reduce our own impact on the environment – from infrastructure, to manufacturing, and beyond,” said Stephen Beatty, Vice President, Corporate at Toyota Canada. “It’s not enough to talk the talk – so we’re very proud to ‘walk the walk’ alongside our valuable partners across Canada.”

Toyota’s North American environmental efforts are anchored to Toyota’s Environmental Challenge 2050 and demonstrate respect for the planet by managing priority issues specific to Canadathe United States and Mexico, and engaging in outreach by promoting awareness, developing strategic partnerships and sharing know-how with business partners and other stakeholders to create positive change.

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U.S. and UK businesses call for improvement as employee education singled out as the biggest weakness during lockdown

Business

Thirty per cent of respondents admit to using unencrypted devices according to latest Apricorn poll.

Apricorn the leading manufacturer of software-free, 256-bit AES XTS hardware-encrypted USB drives, today announced new findings from a Twitter poll exploring the data security and business preparedness for remote working during the pandemic. More than 30 per cent of respondents singled out employee education as being the biggest area where companies needed to make changes to improve cybersecurity.

The poll was issued over 6 days and targeted employees in both the U.S. and UK. In addition to concerns about employee education, respondents also flagged updates to hardware (29%), endpoint control (21%) and enforcing encryption (19%) as areas of weakness, where organisations need to make changes to improve cybersecurity. Given that almost 30 per cent of respondents admitted to using unencrypted devices during the pandemic, this raises many concerns particularly at a time when we are seeing a dramatic increase in the volume of data being downloaded, and a potential for more data on the move.

Kurt Markley, Director of Sales at Apricorn commented – “Employees have a critical role to play in their organisation’s cyber security processes, from recognising the tools required, through to the policies in place to protect sensitive data. Whether it be through the delivery of awareness programs or ongoing training, establishing a culture of security within the workforce is essential.
Endpoint security is critical, and deploying removable storage devices with built-in hardware encryption, for example, will ensure all data can be stored or moved around safely offline. Even if the device is lost or stolen, the information will be unintelligible to anyone not authorised to access it.”

In addition, more than 40 per cent of respondents admitted that, as an individual, they were not fully prepared to work at home securely and productively. Almost a fifth (18 per cent) said they lacked the right technology to do so, 16 per cent were not sure how to, and just over 20 per cent said they were still not able to work remotely.
“Many businesses will now have witnessed the positive productivity and financial impact of a remote workforce, but without the right tools, processes and security in place, this can very easily backfire” Markley continued.

With the poll results showing that more than 60 per cent of respondents are planning to work remotely, all, or some of the time following the pandemic, the threat to corporate data is only going to mount. Almost 20 per cent admitted that the experience of working from home highlighted major gaps in their employer’s cybersecurity strategy/policies.
When questioned as to whether their company had experienced a data breach as a result of remote working during the pandemic, over 20 per cent said yes, but a further 22 per cent said they didn’t know if they had suffered a breach.

According to Jon Fielding, Managing Director, EMEA at Apricorn, “IT and security teams had to scramble to respond to this crisis and in doing so, left a lot of companies wide open to breach. Nine months into employees working remotely, some know already that they have been attacked. Others think they may have been but can’t be sure. In the same way that we had to learn how to protect ourselves from illness and modify our behaviour, we had to also learn how to protect our data outside of the firewall and more important, to remain vigilant about it.”

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It Is Time to Re-Think Traditional R&D

IPOfferings LLC

Words by Alec Schibanoff

Every business – regardless of its size or industry – has some type of R&D (Research and Development) function. Every business is continually searching for the next product or service to take to market – a new product or service that will generate more sales and even greater profits, will expand the customer base, and will give it a distinct competitive advantage.

Some businesses have an actual Department called “R&D” while other businesses use other terms such as “New Product Development” or “Office of Technology” that is lead by a CTO (Chief Technology Officer). In some enterprises, the Engineering Department heads up new product development while in other businesses it is a function of marketing.

Regardless of where the process resides within the business enterprise, the process is pretty much the same. Starting with the products and services the company presently sells, the staff attempts to look into the future to see how these current products and services can be improved or enhanced with the latest technology, or what the next generation of products and services will be that replaces the current generation.

R&D is critical to the long-term survival of any business, and it is expensive and time-consuming. New product concepts have to be tested. Prototypes have to be built. The invention covered by the new product needs to be patented. A supply chain of parts and components for the new product has to be established. And then there is packaging, pricing, and promotion to consider. In fact, traditional R&D is so time-consuming that it is not uncommon today – with the considerably shortened life cycle of most products – to have a new product come to market only to find that it is obsolete!

There is, however, an alternative to the traditional in-house, home-grown, labor-intensive, and time-consuming process of developing new products and services: Acquire the technology of a new product or service that has already been invented and patented!

The U.S. Patent and Trademark Office granted over 350,000 utility patents in 2019. The European Patent Office processed 180,000 patent applications last year. All of the industrialized nations have patent agencies that are busier than ever. While most of the patents granted are issued to businesses and universities, a substantial fraction of the patents granted each year around the world are issued to individual inventors. These inventors do not have a factory in their backyards that they can use to commercialize these patents – “practice the patent” is the patent law term – so these patented inventions are available for acquisition by a business that can commercialize them and take new products and services to market based on these patents. And do it very quickly and in considerably less time than the conventional method.

While a patent is not cheap – in the U.S., a utility patent typically sells for hundreds of thousands of dollars – the cost of buying a patent is very likely much less than the payroll for two or three years of an R&D staff. If a company does not have the cash-on-hand to outright purchase a patent, that company can license the patent and pay a royalty, so the patent costs are back-loaded.

Most patent brokers – IPOfferings offers this service and we know of other patent brokers that also do – will conduct a free search of the current patent database in your country to identify for a business patents and current patent applications for new products or services that could be a good fit for a business. Most provide this service free-of-charge. Here is a Low Risk/High Reward opportunity for any business!

We do not suggest that you fire your R&D staff, but it would certainly be a worthwhile exercise to have a search conducted to see what recently granted patents or active patent applications there are for new products and services in your industry. You might find the ideal next product for your company. Or you might find a new product concept that is not a perfect fit, but with some tweaking by your R&D staff, it can be the next new product for your business. And if the patent broker comes up with NO viable new product patents, you are only out some of our time and none of your cash.

Be sure to consider both granted patents and active patent applications. A company can acquire a patent application, introduce a new product based on that patent application, and mark the product “Patent Pending” while it awaits final approval of the patent application.

Why invent the next wheel when someone else may have already invented it? The time has come to re-think traditional R&D from outside of, and not within, the box.

Alec Schibanoff

Alec Schibanoff is Vice President of IPOfferings LLC, a leading patent broker and a provider of patent valuation and IP consulting services.

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HR Acuity is now Great Place to Work-Certified™

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HR Acuity, the leading provider of employee relations and investigations management technology, today announced that it is Great Place to Work-Certified™. Using validated employee feedback gathered with Great Place to Work’s rigorous, data-driven methodology, the certification confirms that 97% of employees have a consistently positive experience at HR Acuity. Great Place to Work is the global authority on workplace culture, employee experience and the leadership behaviors proven to deliver market-leading revenue and increased innovation.

“Our team is thrilled to be Great Place to Work-Certified™,” says Deborah J. Muller, CEO and Founder of HR Acuity. “Our mission is to create better, safer workplaces and that starts with a great experience for our own team. I am delighted that our employees reported an across-the-board positive experience with their colleagues, their leaders and their jobs. They are ALL IN every day and we value each and every one of them and the contributions they make to our clients and our business.”

“We congratulate HR Acuity on their Certification,” said Sarah Lewis-Kulin, Vice President of Best Workplace List Research at Great Place to Work. “Organizations that earn their employees’ trust create great workplace cultures that deliver outstanding business results.”

About HR Acuity

While you can’t prevent every employee relations issue, you can change how you respond. HR Acuity is the only technology platform specifically built for employee relations and investigations management. HR Acuity’s SaaS technology empowers you with built-in intelligence, templates and reporting so you can conduct best practice, fair investigations; uncover trends and patterns through forward-looking data and analytics; and provide trusted, consistent experiences for your people. For more information, visit www.hracuity.com and follow @hracuity on Twitter and LinkedIn.

About Great Place to Work®

Great Place to Work® is the global authority on workplace culture. Since 1992, they have surveyed more than 100 million employees around the world and used those deep insights to define what makes a great workplace: trust. Great Place to Work helps organizations quantify their culture and produce better business results by creating a high-trust work experience for all employees. Emprising®, their culture management platform, empowers leaders with the surveys, real-time reporting, and insights they need to make data-driven people decisions. Their unparalleled benchmark data is used to recognize Great Place to Work-Certified™ companies and the Best Workplaces™ in the US and more than 60 countries, including the 100 Best Companies to Work For® and World’s Best list published annually in Fortune. Everything they do is driven by the mission to build a better world by helping every organization become a Great Place to Work For All™.

To learn more, visit greatplacetowork.com, listen to the podcast Better by Great Place to Work, and read “A Great Place to Work for All.” 

Related Links

http://www.hracuity.com

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Has Donald Trump Influenced the American Dream?

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Donald John Trump is the 45thpresident of the United States of America, securing victory in the November 2016 election.

Ever since taking office on 20th January, 2017, the Republican leader has caused quite the stir with both his domestic policies and through his approach to international relations with the wider world. But how has he impacted the core American ideals and cultural beliefs, such as the historically divisive ‘American Dream’, and to what extent has this permeated into the lives of civilians?


Self-made and Successful: the American Dream

The American Dream is a term which dates back to 1931 when historian James Truslow Adams defined it for the first time in his book Epic of America. One of the most famous quotes derived from it is as follows: “the American Dream is that dream of a land in which life should be better and richer and fuller for everyone, with opportunity for each according to ability or achievement.” This sums up the ethos in its original form, as a plight for earned success under which Americans receive their potential and enjoy happiness.

However, the concept has been deconstructed by many social and ethnic groups, and it has become a point of disparity and injustice over the course of history. There have also been a string of dramatisations of the concept embodied in television and cinema, with examples such as The Pursuit of Happiness, Forrest Gump, The Great Gatsby, and The Social Network all providing different representations of the notion and its values.

Its premise, however, is supposed to govern an all-American mentality, and we’re going to take a look at how Donald Trump’s presidency has affected this so far, focusing mainly on the ideas of self-made success.


Can Trump truly advocate the American Dream?

Effectively, the American dream hinges on a rags to riches story — a started at the bottom and built it up philosophy. That said, is this something Trump could technically promote?

Born in Queens, New York, it wouldn’t be unfair to suggest that Donald had a considerably easier path to success, than shall we say, his predecessor and perhaps his biggest targeted enemy, Barack Obama.

The republican president didn’t spend his childhood on the streets — quite the opposite. He was born into a rather wealthy family. He was sent to private boarding school, before attending military academy, and later university in Philadelphia.

During his time at university he began working for the family real-estate business, which managed middle-class properties in Brooklyn and Queens. Some would be quick to suggest, “but he took the family business and transformed it into something spectacular”, which yes, he did but, can that really be considered a prime example of the so-called ‘American Dream’?

When he first entered the Forbes Rich List back in 1982 with a net worth of a more than meek $200 million, he was aged only 36 — impressive by any measurement. Although, one must remember, the springboard was already in place and it was two generations ahead of Donald. It wasn’t about employing carpe diem, this was simply a case of taking what you’re given and bettering it.

Now, of course, this wholly depends on how you perceive this concept of dreaming and we don’t believe that Trump fits within the mould.


American Business

Footfall in American malls has declined significantly over 2019, with 8,600 stores being forecast to close. Around 66 per cent of Americans hope to open their own small business. The main reasons holding people back are financial security and fear of failure at 45 per cent and 37 per cent, respectively.

In an attempt to stimulate economic growth, Trump altered the tax landscape in America by cutting taxes for corporations and small businesses, which further enriched the wealthiest while not helping the average person. Tax relief for the rich to middle classes highlights the rising financial inequality that the American Dream is trying to dispel.


Fashion Choices

Remembering that classic quote, ‘dress for the job you want, not the job you have’? It would appear that American fashion choice is reflected in business goals of the American Dream. Sales data from CT Shirts, retailer for men’s suits, have illustrated that, in general, American customers have a much more formal style when compared to their UK sales data.

The highest spend over the last year for formal shirts was plain. Solid colours were the front runner — is it a coincidence that Trump is only seen in plain shirts? The Washington Post claimed that they have sifted through archives and cannot find any images of Trump in jeans over the last 20 years, and American men are certainly presenting themselves as smart in the office.

Casual shirts sold the most in check pattern, a much less conventional style when thinking of the American Dream. Are a more diverse range of people being influenced by the notion of the American Dream and prosperity?

Pink shirts were among the highest spend for both New York and California, with research finding that pink shirts have connotations of being qualified, having more confidence, and earning more money — both locations having some of America’s wealthiest areas. Unsurprisingly, white shirts remained high across both locations, a classic, timeless choice for many sectors, helping those access a successful appearance with a staple garment of clothing.

Long sleeves outsold short sleeves in both cities, an undeniably professional look. Even though California experiences high temperatures, short sleeves were bought less by customers who opted for more sophisticated choices of clothing. Slim fit formal shirts were also the most popular, giving the illusion of a tailored fit.

So then, if, as we mentioned earlier, the American Dream was originally attributed to loving and enjoying life thanks to what one had earnestly worked for, it doesn’t seem unfair to say that Donald Trump didn’t earn everything he’s got from scratch.

Yes, Trump may have rolled up his sleeves to build his empire and he may have worked his way through life as a businessman, but it’s also true  that he had an advantage that many Americans don’t always have at the start of their lives. Starting off as a young businessman, Donald Trump had that little push, an established family business, which offered him a little step onto the ladder from which he then built his empire.

Looking at the American population, a huge percentage of Americans lack exactly that starting point, which would give them access to the American Dream advocated by their president. Donald Trump’s story has somehow altered the original idea of the American Dream, meaning some groups are put into a privileged position and have more chances to living the American Dream.

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