Value of education in jamaica,topeak survival tool wedge pack ii large,edtech gafe summit ottawa - Try Out

admin | Category: What Cause Ed | 30.03.2014
Education makes us capable of interpreting things rightly and applying  the gathered information in real life scenarios.
Take a look and learn the true value of the liberal arts in today’s fast-paced job market.
An infographic digging into some of the many ways to improve the design of your living space. This infographic lists the different baby habits a parent should watch out for on each month of growth. As the holiday season approaches, millions of Americans will be taking to the skies or to the roads for travel.
The value of education means knowledge, skill and judgment acquired by learning and instruction. Do you treat the need to educate customers as a necessary evil or an opportunity to build a connection with the brand? Which is the bigger problem your customers experience with your products and services: knowing what to do with it, or knowing how to use it?
When you educate your customers, employees, sales people, and channel partners, are you addressing all 3 needs of visual learners, auditory learners, and kinesthetic learners? Yet, we still treat education like the 1950’s classroom, ushering in ‘students’ to sit down, shut up, take notes, and learn something. What if employees could listen to a podcast of fun, enjoyable stories that described the challenges people were having and how they used your product or service to solve them?
What if sales people could enjoy a fun video game that incorporated your product into it, and they received points for using it correctly? What if customers could attend an online trade-show where they could design their own avatar, dress as they like, and were provided with the challenge of a scavenger hunt that included your product or service? Develop Your Differentiating Values - includes 423 defined values and the process to develop your differentiating values.
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The skills you learn and knowledge you gain can make you an excellent candidate for a wide variety of real-world careers. Our mission is to provide an online platform to help students to discuss anything and everything about Essay. How to commit themselves to the welfare of the country, care about the environment and other social and moral issues?
Researchers, psychologists, historians and thinkers have provided a picture of values characterize Indians with values such as “tolerance of dissonance, coping strategies which seeks harmony rather than control over environment”. While the business model receives the white-hot spotlight of attention during a company’s start-up phase, it is generally ignored and overlooked after the organization is launched. Attention then turns to sales and budgets, with little ongoing regard for the company’s foundational construct.
However, those companies that continue to develop and innovate their business models have shown to outperform industry peers by nearly 7 percent in total return to shareholders over a three-year period.If a company is functioning reasonably well, then it has a business model.
Dysfunctional companies can often trace the cause of their troubles to cracks in the business model.
As the definition of the business model centers on the creation, delivery, and capture of value, it is critical that these principal elements are fully explored and understood by leaders. Phase I: Value CreationAt the foundation of an organization’s ability to create value are core competencies and capabilities. The terms core competencies and capabilities are often used interchangeably, which is both confusing and incorrect. Prahalad, a core competency represents the collective learning of an organization that brings together knowledge, skills, and technology, resulting in the ability to execute a value-producing process at a world-class level. Common examples of core competencies include Honda’s engine design and development, McDonald’s food delivery system, and Canon’s optics and imaging expertise. Keep in mind that a core competency isn’t just something that you know pretty well; it’s competitively important knowledge embedded in an organization that results in the ability to develop and execute to a world-class standard. A capability is an organization’s potential for using its resources to carry out specific activities to create value.


The reckless exploitation of environment , depletion of ozone layer , global warming , industrial pollution , deforestation , soil erosion , nuclear fall out, due to overpopulation new technological choices, living styles are certain issues, children have to be sensitive for. They are the purposeful configuration of resources through activities designed to drive your strategy’s success.
When attempting to identify capabilities, it’s easy to fall into the trap of recording a laundry list of things you do.
Keep in mind that capabilities are the competitively relevant activities—the ones that use resources in a way that creates differentiated value for internal or external customers. The value proposition describes the rationale behind why customers would choose this particular offering over others. Science and ethics go hand in hand, many of the points of views, particular ways of understanding, knowing, perceiving, acting, reacting to situations to self and others, can be imbibed in a child in school. Benefit: Customer’s advantage of using the offeringThe value proposition begins with a specific customer segment and their unmet need—the job to be done. The job to be done may be easily identifiable or, it might manifest itself in a problem or challenge the customer faces. For instance, beginning with a job to be done like cleaning a floor can provide innovative options ranging from the Dyson vacuum to a Swiffer to the Roomba cleaning robot. Your target customer is the group that finds the most value in your offering and provides you with the best economic return.
Using a customer’s needs as the driver for evolving your offering challenges the status-quo approach that lulls so many leaders into complacency. As former Harvard Business School professor Theodore Levitt wrote, “Customers attach value to a product in proportion to its perceived ability to help solve their problems or meet their needs.”3. Approach: The approach signals to customers how your offering will provide value that other potential choices will not. It captures the method for delivering differentiated value that moves your offering to a unique position in the market.
In short, the approach is your strategic direction, since it shows how you will allocate your resources to provide differentiated value to customers. And so I have sought out originality for its own sake, and modified it into a philosophy which demands difference from what exists even if only to redefine a stale market.”4. Benefit: While it may seem obvious, it’s important to include the benefit of using the offering. A leader needs to be able to clearly articulate which of these benefits the offering provides and quantify it if possible in terms of efficacy, time, or money.
Once you’ve decided how to create value as described in the value proposition, you must then determine how to go about delivering that value.
The deliver phase of the business model begins with the value chain, a useful tool in visualizing how an organization delivers value to its customers. While the value proposition takes an external view of value from the customer’s perspective, the value chain takes the internal organizational view.
It graphically describes the business unit or group’s configuration of capabilities (resources and activities) to design, produce, market, sell, and service offerings for customers.Once the core competencies, capabilities, and value proposition have been crystallized, the value chain can be created to show how they will be employed in delivering value to customers.
It visually shows the sequence of activities that transform inputs such as raw materials and resources into the outputs that comprise the offerings to customers.
The disaggregation of value by activity also serves to shine light on the areas most responsible for contributing to the differentiated value of the offering. In markets where competitors have similar capabilities, advantage can sometimes be had by altering the configuration of activities in the value chain.
The five primary value-chain activities are creation, design, marketing, delivery, and support. Three examples are provided to highlight the different approaches to providing executives with business education. The examples demonstrate the various ways to configure activities in order to provide a certain type of value to a particular customer segment. The offerings range from customized content delivered in-person to intact teams to more general content delivered virtually to individuals.The different approaches will appeal to different customers based on their specific needs and budget.
Figure 1.0 Value Chain For Executive Education Some executives may prefer learning content with their intact team at their company headquarters to speed up the practical application of knowledge and skills to their current business issues.


Other executives might prefer working alongside managers from other industries to stimulate new thinking while enjoying the prestige of a highly recognized business school.
Still others may prefer learning online at their own pace for a fraction of the cost of the other two options. Working through the value-chain exercise for your business will ensure that the chosen approach is optimal based on your core competency and capabilities relative to the needs of the target market.The final aspect of the delivery phase of a business model is the channel.
Effective channel selection means customers have the opportunity to see and purchase your offerings. Poor channel selection may mean potential customers never see— and therefore never purchase—your offerings.
There’s a rich history of superior products and services that disappeared into the Bermuda Triangle of business because of the inability to manage the channel.One such example is the Michelin PAX System. Unlike traditional tires, which become useless in the event of a puncture, the revolutionary PAX run-flat tire can be driven flat for 125 miles at speeds of 55 mph. When Michelin began developing the tire in 1992, it believed that this innovation would be as big a win as the introduction of the radial tire 50 years earlier.
The company spent years and untold riches developing the tire, which it trademarked under the PAX label.However, when the tire was finally introduced in 1997, consumers couldn’t buy it. The tires connect to a vehicle’s electronic system, so they could be used only in vehicles designed to accommodate them. Since electronics are added in when new cars are designed, Michelin had to wait until a willing manufacturer’s design window opened. At the time, an average auto manufacturer took three to four years to move a car from design to volume production. So, even if the tire was fortunate enough to be designed into a car model that enjoys market success, Michelin’s best case was that volume sales would begin three to four years after the tire was introduced.
As it happened, even the few willing auto manufacturers with whom Michelin coordinated design cycles initially offered it as an option on only a very limited set of models.Michelin needed to consider other intermediaries in the channel configuration as well, all of whom needed to buy into the concept before end customers could weigh in with their purchase decisions. Specifically, repair shops would need to invest in new equipment and training, and dealers would need to understand and support the PAX system.
With fewer intermediaries, more concentrated buyers, and greater perceived benefit, the military channel was a better fit, at least in the short run. Determining the appropriate channel mix should take into account the current level of customer awareness for the offerings, internal capabilities, volume sales goals, requisite profit margins, and the threshold level of support and service desired. Phase III: Value CaptureThe litmus test of a sound business model is its ability to deliver customer value profitably. The third phase of the business model asks how you will capture the value generated by your offerings.
A good idea unsupported by a financial formula for success remains nothing more than a good idea. The capture phase requires a firm understanding of the economic underpinnings of the offerings provided to customers to ensure sufficient cash flow and profit will fuel the business into the future.Price can be identified in both quantitative and relative terms. A number alone, say $100, is insufficient for understanding how that price will position our offering versus the competition. Does the $100 price point represent a premium position in the market, a moderate position, or a discount relative to competitors?
Costs are described in many different ways, including fixed, variable, direct, indirect, and sunk, depending on the structure in place.
While cutting costs is a common reflexive response when a business is not generating sufficient profit, it may only provide short-term relief at the expense of long- term growth.
The key is a solid understanding of the costs involved in providing the offering and how they contribute to the value being produced.Great strategy is created by great strategists.
Great strategy doesn’t magically emerge from Excel spreadsheets, or elaborate PowerPoint decks.



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