News Archives - Page 15 of 53

1 in 5 Tradespeople Consider Apprentices More Important Than Ever Despite Covid-19 Decline

Posted on February 23, 2021 | by Akeela Zahair

Over a fifth of companies that regularly hire apprentices took on fewer in 2020
A quarter of tradespeople and companies plan on hiring new apprentices in 2021
Percentage of female, BAME and apprentices with learning difficulties continues to grow year on year
IronmongeryDirectlaunch competition to win £5,000 towards funding an apprentice

A third of companies and tradespeople (31%) who regularly hire apprentices feel that the program has been made harder due to the pandemic, as new ONS figures show a 30% drop in new construction apprentices between August and October 2020, compared to the same period the previous year.

Demonstrating the effect of Covid-19 on the scheme, more than one in five (22%) companies that usually hire apprentices took on fewer in 2020, despite a fifth (19%) of tradespeople believing that the program is more important now than ever.

Commissioned by IronmongeryDirect, the UK’s largest supplier of specialist ironmongery, in the run up to National Apprenticeship Week (8th to 14th February), the study also reveals that one in 12 tradespeople (8%) believe that the government has not done enough to support apprentices throughout the pandemic.

Looking at the year ahead, the positive news is that a quarter (23%) of businesses and tradespeople plan to bring on apprentices in 2021. Building surveyors (34%) and electricians (28%) are the most likely trades to be looking for apprentices this year, while painter/decorators and landscapers are least likely (15% and 5%, respectively).

Men in the industry are more likely than women to think that an apprenticeship is a great way for people to learn skills (31% vs 23%). Contrastingly however, it is tradeswomen and female-led companies that are most likely to be looking for an apprentice in the year ahead, with a quarter of women (25%) planning to hire a trainee compared to only one in five tradesmen (20%).

According to the Office of National Statistics, female apprentices in construction are also on the rise, increasing by 19% in the 2019/20 academic year compared to the previous 12 months. This represents a much larger trend in growth as there are a huge 333% more female construction trainees than in 2014/2015. So far in the 2020/2021 academic year, the percentage of female new starters has increased to 9%, suggesting that this growth is set to continue.

The statistics also reveal a changing story for apprentices of colour. While BAME apprentices made up only 6% of new construction apprentices in 2019/2020, this represents a 16% increase to the previous year and an 82% rise since 2014/2015. What’s more, despite the challenges of the Coronavirus pandemic, the proportion of BAME trainees continues to grow as they make up 8% of new starters so far this academic year.

The proportion of new apprentices with learning difficulties is also on the increase, making up 14% of the 2019/2020 intake. This is a 53% increase from 2014/15. This trend seems set to continue as 16% of the 2020/2021 year’s new starters so far have learning difficulties.

Commenting on the research, Marco Verdonkschot, Managing Director at IronmongeryDirect, said: “It’s great to see many tradespeople and companies are still looking to make use of the apprenticeship program, despite the difficulty of the past year.

“We think the apprenticeship scheme is an amazing way to help shape the next generation of tradespeople. That’s why we’ve launched a competition for a UK based tradesperson or company to win £5,000 towards funding an apprentice.”

“There are so many people who do amazing work in the industry today who started out as apprentices, so it’s important that the program continues to be well-funded. More needs to be done to support apprentices throughout this pandemic to ensure that we continue to have great talent in the future, and we wanted to do our bit to help!”

To enter the competition or learn more about this research, visit: https://www.ironmongerydirect.co.uk/blog/apprenticeships-and-covid-19-looking-ahead-to-2021

Serving Brunei through Islamic Solutions

Posted on February 22, 2021 | by Akeela Zahair

When looking at the long and fascinating history of Brunei, the way in which it manages to combine the responsible infusion of Islamic Values, Real Economy and Finance is something that allows it to stand apart from the rest of the world. The Bank Islam Brunei Darussalam manages this with ease and confidence led by Mubashar Khokhar. We take a look at his firm and his achievements as he is named CEO of the Year, 2020 – Brunei

BIBD stands as Brunei Darussalam’s largest bank and its flagship financial institution. With over 900 employees and B$10.7 billion worth of assets under management, the team are proud to serve more than 216,000 customers, including retail, corporate as well as international clients. But this level of success is due, in no small part, to the efforts of those at the highest level, namely Mubashar Khokhar.

Mr. Khokhar has been a leading light of the organisation since his appointment in 2016. Alongside other responsibilities in the UAE, he has overseen the three year journey between 2016 and 2018 where the bank committed to becoming the first choice institution for employees, customers and stakeholders. It was an ambitious strategy, one which has paid off with BIBD receiving the accolade within Brunei Darussalam.

From this success, Mr. Khokhar is determined to see the bank aiming even higher, to make use of the momentum already gained. Now, the team are planning ways in which they can benchmark themselves against the best Islamic banks in the region, with a view to becoming the Best Islamic Bank in Asia-Pacific.

With many different offerings available, it’s paramount that the team at BIBD find ways of standing out as a unique banking identity. This has most easily been achieved through the team’s strong “Bruneian at Heart” values. BIBD is a bank for the people of Brunei, built by the people of Brunei. Its ethos perfectly captures the essence of inclusiveness of Islamic banking and the team’s commitment has always been to provide smart, safe and practical financial services and solutions to customers regardless of race or religion, supporting the ambitions of the Bruneian community.

Under Mr. Khokhar’s reign, the team has learned to constantly innovate in order to provide the solutions that people wish to see. 2018 saw the launch of the bank’s digital banking platform, BIBD NEXGEN, in 2018, and the team have continuously added to its suite of services, transforming it into a one-of-its-kind product that remains unique in the local market. 2019 saw the firm launch BIBD Wave – a near-field communication (NFC) mobile payment service on NFC-enabled Android devices. This was the first of its kind in Brunei, and has led the way to enormous success.

The achievements made at this stage have allowed the team to develop their comprehensive BIBD NEXGEN Wallet which is equipped with digital conveniences such as BIBD QuickPay for QR code payments, BIBD vCard or Virtual Mastercard, Mastercard Contactless and BIBD Wave. As a national leader in the field of mobile banking services, it’s clear that BIBD has a huge role to play in the evolution from traditional banking to the fintech age.

While Mr. Khokhar has made his name by creating a forward-thinking company, it is also outward looking. BIBD is currently the only bank in Brunei that serves all segments within the retail banking market, with the firm’s Household Bank Strategy, introduced for the retail banking sector, enabling them to capture more than 60% of the market. The desire for BIBD to provide a comprehensive range of products and services to all generations of the Bruneian family unit, and able to meet the needs of our retail customers at every stage of their life has been key to the firm’s continued success.

To serve the firm’s wide clientele base, the bank has opened seventeen branches at strategic locations in Brunei Darussalam’s four districts as well as the largest network of ATMs in the country, serving over a quarter of the Bruneian population. As the premiere Islamic financial institution in the country, BIBD is also committed to ensuring employees are equipped with the necessary Islamic Finance knowledge and skills to be able to serve its customers better. To date, BIBD has 20 employees certified in Islamic Finance Wealth Management and 66 employees certified in Islamic Financial Planning, enabling the bank to deliver highly proficient and informed services to clients.

The nature of BIBD means that it has become the bank of choice for Government Linked Companies (GLCs) and Corporates. The range of services that the team can provide are second to none, providing a comprehensive solution to any and all business needs. The impressive array of BIBD NEXGEN services also extend to corporate customers, with BIBD BizNet providing an array of features including bulk payment management for payrolls, making enquiries and checking transaction histories for Current, Investment and Financing Accounts, conducting transactions in multiple foreign currencies and to make donations, among others.

The challenge of COVID-19 has hit every industry, but what has encouraged Mr. Khokhar is that the values, ethos and commitment of his team have never wavered. He has led the team through the crisis by putting the health of his staff and his customers first and foremost. Most important to surviving this once-in-a-lifetime event was the establishment of a COVID-19 Task Force to ensure a coordinated and holistic response to the pandemic. This targeted approach meant that the team were able to offer a collective economic relief package amounting to BND250 million for a period of 12 months, which was very well supported by our Honourable Chairman and Minister at the Prime Minister’s Office and Minister of Finance & Economy II.

Amidst the shutdown of public events and restaurants in Brunei Darussalam, it was BIBD that provided the vital assistance that MSMEs needed to digitise their businesses and establishing a strong online presence. Leveraging technology to bring communities together in a time of crisis is one of the most hopeful things the firm could do, encouraging a digitalised society powered by a cashless economy. MSMEs were charged nothing for this key service that has helped to keep the economy flourishing in the region.

With such a strong history of success in innovation, it’s not surprising that this approach will guide the next steps of BIBD. The mission for Brunei is to become a dynamic and developed economy by 2035, and this bank has a major role to play in that achievement. Obviously, the pandemic has forced digitalisation on many industries and businesses, and the team at BIBD is determined to embrace the potential of this new format. Mr. Khokhar has already put core teams into place that will carry out these plans and bring them to fruition. This includes the plan for the creation of a group-wide Data Warehouse Facility which is slated for completion in 2021. This core project that will feed all of BIBD’s future ambitions and initiatives. The digital step forward will include optimising the use of data and metadata – which will facilitate interoperability and resource integration.

Some banks are inherently stagnant, but the team at BIBD is nimble and agile in the extreme. They know just how to move in order to make the most of a situation. With ambitious plans ahead, and an eye already on the next move, it’s clear that they have found the ideal CEO in the form of Mubashar Khokhar.

For more information, please contact Adina Hj Azahari at www.bibd.com.bn

Integrated Solutions to the Media & Entertainment Industry

Posted on February 19, 2021 | by Akeela Zahair

Only the most inspiring, forward-thinking and dedicated of Chief Executive Officers achieve CEO of the Year status from CEO Monthly. Meherezad Dastoor is part of this elite group and has been integral in driving Media Lounge to demonstrate great things for the sector. Here we take a closer look at the business and at the pioneering work of its CEO.

International media and entertainment agency Media Lounge is the home of bespoke experiences that engage, captivate and inspire audiences across global markets. The team offer solutions to businesses operating in the media and entertainment sector, customising a strategy for each client offering a bespoke service in order to achieve maximum results. Service areas include but are not limited to media consultancy, advertising, public relations, events management, media production, embedded marketing services and sponsorship management. Meherezad Dastoor and his team, work as an integral part of each client’s core team to determine the correct strategy and execution plans to meet and exceed expectations. With offices in Abu Dhabi, New York, London and Singapore, the Media Lounge team and network of consultants have a combined experience of more than 30 years across global markets ensuring that businesses are in safe hands when they come to this innovative advisory firm for assistance.

Meherezad Dastoor is a highly skilled media professional with in-depth knowledge of market trends, business practices and trade laws in the media industry. Through his dedication, commitment to client service and his thirst for client success Meherezad has been able to drive great things for the business. The results-driven Chief Executive Officer goes above and beyond for clients crafting solutions tailor made to each brand and each client. Client satisfaction is vital to Meherezad and his team and regular check points with each client are essential to him in ensuring complete satisfaction with the results achieved, delivering real value is a must and client commitment is key in ensuring great results.

Truly great CEOs can only become so through their inspiration and guidance to others. Businesses will only grow and succeed if those at the helm are able to drive their desires and their aspirations throughout their workforce. Meherezad is a great example of how a committed and innovative approach to business can be passed down to inspire team members into achieving great things. His hands-on approach to clients allows others to watch a master at work so to speak and learn from his negotiation and networking skills and how his willingness to dive into work head on is key to his success.

2021 will undoubtedly be a key year for Meherezad Dastoor and his team at Media Lounge, we look forward to hearing more of the successes of this brand and its dynamic leader.

For more information, please visit www.medialounge.ae

How Connectivity Is Set to Transform Employee Experiences

Posted on February 18, 2021 | by Akeela Zahair

The correlation between employee satisfaction and customer experience is well-established. The happier your people are, the more committed and motivated they will be to go the extra mile for your customers.

Leading businesses are implementing initiatives to improve employee satisfaction including:

Flexible working options
Training and opportunities for progression
Additional benefits like healthcare packages and hospitality discounts
Increasing workplace connectivity

The final item might be surprising. But in today’s digital age, there’s no getting away from the fact that employees need suitable connectivity options. Whether they need it for their job role or for personal reasons, it’s now a necessity.

Providing suitable connectivity in an office-based workplace is fairly straightforward. But businesses in the transport sector, particularly railway, must look at more innovative options. Implementing WiFi connectivity will improve your employee experiences – here’s why.

An increase in productivity

Thanks to the improved mobility afforded by business technology advancements, your people can work anytime, anywhere. They can access all their work-related apps on their mobiles, which will increase their productivity. An EIU study found productivity increased by 16% when employees connected mobile devices to the staff WiFi.

Historically, it has been difficult to contact staff who primarily work on your fleet of trains. Not anymore. With collaboration applications available on mobile devices, you can reach them much easier. They can also change their status to do not disturb to reflect when they’re busy. Your conductor doesn’t want to receive a call when they’re inspecting tickets, after all.

Feeling more connected

As a railway provider, you have a high number of frontline, customer-facing staff. This is the group of employees most at risk of feeling disconnected from your company and culture. In fact, a Workplace study found that 17% of frontline workers never communicate with head office. The study also showed 54% of those workers feel disconnected from their business. That’s why it’s important to help them stay connected with their office colleagues.

The Workplace study found that, when frontline workers are equipped with collaboration platforms, they communicate more with head office. 17% drops to 8%, making those workers feel more connected with the business.

Another way to keep your people connected is via your company intranet. If they can use your train’s WiFi to check in on your company news, they’ll always be up-to-date. Not knowing what your organisation is up to is a leading cause of disengagement.

Feeling trusted = satisfaction

One downside to advances in business technology is the license it gives some organisations to spy on their people. Even if your business doesn’t do this, employees might worry that you do.

Fostering a culture of trust will put your people at ease. By letting them know you won’t be snooping on them or disciplining them for looking at their phone, they’ll be much happier. Everybody needs a break at work and sometimes, the best way to relax is to look at cat memes on the internet.

But people also use their mobile phones to manage many aspects of their life these days. When an employee is looking at their phone, they might be booking an urgent GP appointment, responding to a message from their child’s school or something else important.

The happiness of your workforce directly correlates with your customer satisfaction. This is especially important in the railway sector, which is struggling to keep passengers happy. In today’s modern world, internet connectivity is embedded in every area of our lives. We carry out personal tasks online, use social media to stay in touch, and even relax by surfing the web. That’s why improving your business’ connectivity will make your workforce and, in turn, your customers, happier.

A Leadership Shift for 2021

Posted on February 18, 2021 | by Akeela Zahair

By Stevan Jackson, Vistage Private Advisory Group Chair, West Midlands

“Leadership is the art of getting someone else to do something you want done because he wants to do it.” President Dwight D Eisenhower

There are as many definitions of leadership as there are commentators on the subject, but the quote from ‘Ike’ is one of the most succinct. Much is made of the nature/nurture argument, about whether leaders are born or made. The most obvious answer is that some people find leadership a more natural state of mind than others but that doesn’t necessarily make them better leaders than those who must work at it a bit more. History is littered with examples of charismatic leaders who have led their followers to an outcome that has been neither what they wanted or needed. There is no black art in leadership, it can be learned, practised, and polished by anyone who is prepared to make the effort, as with any other aspect of our professional life. Never has that been more obvious to the current generation of business leaders.

What this pandemic has done is remind us that we live in a world where uncertainty is permanent. COVID-19 has required business leaders to adapt to leading in different ways that demand certain skills and approaches. In my Vistage practice, I see leaders responding daily to the challenge of leading their teams in new ways. Considering the importance of employee engagement on business outcomes, leaders must invest in their leadership knowledge and skills to get the best of out of their teams. That has always been true and is not confined to the exceedingly difficult challenge we face.

Here are seven areas that every business leader could focus on to improve performance:

1. Model the way

To model the way, leaders need to be clear about their personal values and philosophy and express them in a way that leaves no doubt about what they believe in. Exemplary leaders set a personal example for others by their attitude and behaviours. They always deliver on their promises and commitments and live the values they champion.

2. Inspire a shared vision

Effective leaders create a compelling vision – where we are going and how we are going to get there together – that people can buy into and use to guide their attitudes and behaviours. Through inspiring vision, leaders can challenge others to transcend the status quo, visualise positive outcomes in the future, communicate them to other team members and play a full role in achieving the company’s desired outcomes.

3. Challenge the process

Challenging the process means being curious, willing to change the status quo and step into the unknown. It includes being willing to innovate, grow and improve. Exemplary leaders are like pioneers – they experiment and try new things. They are willing to take calculated risks and are not afraid to fail – from which comes learning and improvement.

4. Show empathy

If employees feel that leaders care about them, they will be more engaged and more inclined to give of their best. Outstanding leaders are highly effective at building trust within their teams by showing empathy and promoting collaboration. Teamwork and cooperation come from listening closely to diverse points of view and treating others with dignity and respect. Empathetic leaders encourage their people to make informed choices and then support the decisions their teams make. Empathetic leaders create an environment where people can feel good about their work and understand how it contributes to the greater community. A survey of 15,000 business leaders by Development Dimensions International found a link between enhanced empathy and leadership performance.

5. Care about your people (and show it)

Research in the UK has found that “stress, depression or anxiety” were responsible for 44% of all cases of work-related ill health and more than half of all working days lost. There is evidence that these issues are exacerbated in times of crisis, which is why effective leaders make it a priority to encourage and promote the physical and mental wellbeing of their staff. This can include simple actions such as ringing isolated employees regularly and asking, ‘how are you – what can I do to help?’ Focussing on employee wellbeing can create an engaged and healthy workforce. In companies with this culture, employees tend to enjoy better relationships with their bosses, higher personal wellbeing, and more job satisfaction.

6. Celebrate success

It is natural for people to want support and for their work to be recognised. Effective leaders are highly attentive to this need and are willing to give praise to people for a job well done. Using authentic celebrations and rituals to show appreciation and encouragement to others is essential and can lead to improved collective identity and community spirit.

7. Communicate, communicate, communicate

The key to effective team-working is communication – especially with a dispersed workforce. In that regard, team meetings to agree objectives, to expose disagreements and resolve them by open discussion are essential. These are real hallmarks of effectiveness. This is a good point at which to reflect on how often do you participate in team meetings and how well led are those team meetings? Even teams that hold regular meetings will achieve little if there is too great a power gradient between the leader/s and members of the team. Effective leaders will allow themselves to be challenged and respond in a constructive way to contribute to the personal development of their team members and for the sake of business improvement and better outcomes.

There is unwavering pressure on leaders to figure everything out alone and uncertain times call for agile leaders. That’s why Vistage are proud to provide a platform where high-performing business leaders can safely talk about their challenges, fears, questions, and opportunities with peers and make better decision; grow their business and have a better work-life balance. After all, “not one of us is as clever as all of us”. In this pandemic, that could be the difference between thriving or just surviving. For more information about Vistage please contact me at [email protected]

Unparalleled Expertise

Posted on February 17, 2021 | by Akeela Zahair

Ginball Digital Marketing uses award-winning digital transformation, digital marketing, and social media strategies to help entrepreneurs and small to mid-sized businesses across North America to achieve growth. Led by digital marketing expert, best-selling author, entrepreneur and founder, Jean Ginzburg, Ginball uses a unique solution model centered on audience trends, results-driven delivery, and superior customer service. We take a closer look at how Ginball has guided thousands of businesses to achieve consistent, sustainable positive growth.

Based in Colorado, Ginball Digital Marketing is a leading provider of solutions in digital transformation, marketing, and social media strategies delivered in a holistic approach to create business growth.

Founder and CEO Jean Ginzburg is an award-winning entrepreneur, best-selling author, and digital marketing expert who has more than a decade of experience in the industry, serving clients, collaborating with partners, and managing strategies. “We employ a holistic approach and proprietary strategy that facilitates communication and a thorough understanding of our clients’ businesses,” says Jean Ginzburg. “Based on our analysis of the products/services and current strategies of our clients, the Ginball team is able to craft client-specific recommendations and solutions designed to increase our clients’ ROI.”

Since its inception, Ginball has worked with hundreds of businesses. The firm’s clientele ranged from novice solopreneurs to well-established small and mid-sized businesses ready to accelerate their growth. The firm works primarily in the tech, SaaS and software verticals in the $10MM to $50MM revenue range. Ginball has become an expert in creating customer journeys for tech firms who are ready to take their brands to the next level! Just in the last couple of years, Ginball Digital Marketing took on a tech company in the B2B software industry which was grossing around $2.5MM per year and with the marketing strategies implemented, the tech company grew to over $10MM in revenue.

Ginball is experienced and proficient in creating unique strategies tailored to its clients and their business models. The firm’s comprehensive service offerings, including content strategy, marketing messaging, social media, video marketing, paid media & paid social, and marketing automation, can be used in concert with each other to create a complete marketing strategy that fulfils each of the requirements a client may have. Whether they wish to lead a webinar for a higher priced-point information product or create a sales funnel for an e-commerce business, Ginball has the resources and expertise to realize these strategies for its clients.

As social media becomes an increasingly dominant feature of marketing strategies and campaigns, Ginball is uniquely positioned to offer its clients insights into the ways to capitalize on the newest platform. Whether clients are looking to increase visibility or engagement to see growth in paying customers or revenue, Ginball is able to provide carefully planned digital and social strategies that have delivered significant results for hundreds of Ginball’s clients.

Moreover, as a nimble leader in the space, Ginball is able to provide services and insights less readily available to the bigger marketing consultancies, such as the latest in online audience trends, best digital strategies, and superior customer service. This unparalleled expertise, applied to digital and social media strategies, produces fast results even for Ginball’s larger clients, which are typically slower to adopt these key strategies.

Ginball is able to deploy its simple yet effective methods in digital marketing to achieve visible and successful growth in relatively short timescales. With its forward-thinking approach to marketing, allowing the firm to adopt and adapt to new and incoming platforms quickly, Ginball has already become one of the leaders of the North American digital marketing industry. We look forward to seeing the firm’s continued rise to success over the months and years ahead.

For more information, please contact Jean Ginzburg at www.ginball.co

Original Innovative Marketing And PR Solutions

Posted on February 16, 2021 | by Akeela Zahair

Headquartered in the greater Seattle area, Three Girls Media, Inc. is a marketing and public relations agency working with businesses in all industries locally and worldwide. Following her success with CEO Monthly, we got in touch with Erika Taylor Montgomery to find out more.

Raising brand awareness and name recognition through traditional and digital tactics, Three Girls Media is committed to providing world-class marketing and PR services for its clients. Going into further detail, Erika begins by providing us with a brief overview of the firm, offering more insight into the diverse range of clients they serve.

“Here at Three Girls Media, we offer our clients a wide range of marketing & public relations services. Included on this extensive list is strategic social media management, advertising and content creation such as blogging, search engine optimisation (SEO), compelling email marketing campaigns, engaging website design and build, media relations, branding and much more.”

“While providing top-notch customer service, rather than relying on cookie cutter packages or hefty monthly retainers, we design a one-of-a-kind marketing or public relations campaign with each business’ specific goals and budget in mind. Naturally, we serve clients in all industries from food, fashion and finance to hospitality, gaming, the medical industry, pets, non-profits and anything else you can imagine.”

Creating unique marketing content for different brands is typically how the firm likes to differentiate themselves from the crowd.

“Every piece of marketing content we create is solely for one particular business,” Erika highlights. “From blog articles and social media updates, to e-newsletters and website copy, we craft marketing materials exclusively for your brand with marketing goals, target consumers, voice, a client’s industry, and budget all taken into account. While many firms automate generic social media updates and blog articles, or purchase them from generic content mills, we learn about what makes your business special and create custom marketing content, updates and articles that showcase your brand’s unique personality and voice. All of the content we create is 100% original and designed specifically for your business.”

Since launching in 2005, the agency has rapidly expanded to become a dynamic team trusted by clients worldwide. Although its staff have been instrumental in the firm’s success, Erika believes it’s important the team maintain a healthy work/life balance.

“Three Girls Media doesn’t just talk about work/life balance, we also live it. Whether that means office dogs barking occasionally, flexible schedules to allow for other commitments or kids at staff meetings now and then, each member of our marketing team is encouraged to make the allowances they need for a happy and healthy life.”

From developing strategies to executing tactics, the firm’s talented crew are crucial to the success of every customer it serves, as Erika points out.

“The Three Girls Media team is integral to the success of each campaign that we engage in. Thanks to their dedication and creative skills, we are able to continue satisfying our clientele and meet their demands.”

Having worked as a remote agency for the last 13 years, the firm were well prepared for working life following the outbreak of COVID-19.

“Prior to the pandemic, all of our team members were working from home anyway so we haven’t been affected in the way many others have.”

Bringing the interview to a close, Erika signs off by revealing how the firm plans to expand not only the team at Three Girls Media, but also their client base and the services they offer.

“Although we are always on the lookout for new team members who want to be part of a fun and close-knit unit, we have a strong mentorship programme which allows us to promote from within.”

“Looking ahead to what the future holds, we will continue to grow our client base, revenue and team while expanding into local, state and federal government contracting which is very exciting. Having already received our certification as a women-owned small business, we’re also excited to have just been certified to work with the federal government.”

For more information, please contact Erika Taylor Montgomery at www.threegirlsmedia.com

Better Laboratories for Better Lives

Posted on February 15, 2021 | by Akeela Zahair

Leading the evolution in central laboratory services since 2002, LabConnect provides extensive capabilities through a network of laboratories and industry-leading support services, including routine and specialized laboratory testing, sample tracking custom collection kits, sample management, data management, and biorepository and scientific support resources. Situated in Tennessee, USA, but operating on a global scale, LabConnect is on a mission to improve lives by improving central laboratory management services. Thanks to their visionary business model, LabConnect is leading a positive revolution within the sector.

Based in Tennessee, USA, LabConnect is the preeminent provider of central laboratory support services for analytically and logistically complex studies such as immuno-oncology, cell and gene therapies, and rare & orphan diseases. Offering world-class capabilities across a network of laboratories, LabConnect offers unique and innovative services that are designed to accommodate the increasingly specific and challenging requirements of modern-day clinical trials.

LabConnect’s comprehensive selection of services includes routine and specialized testing, real-time sample tracking, data integration, biorepository, sample processing, and specialized, scientific functional outsourcing. These services have been used all across the world by a broad spectrum of clients within the life sciences, biotechnology and pharmaceutical industries, who use the services to assist researchers in the management of clinical trials.

With the largest network of qualified laboratories in the world, LabConnect offers services that are equipped with cutting edge sample tracking technology and the most extensive list of tests available on the market from one location. As a result, the organization has been able to offer vital Covid-19 testing throughout the last few months, as well as data integration and a recently expanded biorepository.

Known across the industries for their flexibility and versatility to tailor their services to meet individual project needs, LabConnect is on a mission to be the central lab of choice for investigative sites and sponsors, owing to their ambition to better lives across the globe by improving central laboratory management services.

Whilst the needs of the industry have become increasingly analytical and logistically complex, the organization relies on a visionary business model that focuses on the continuous development of innovative solutions that facilitate global execution and delivery of reliable and timely data. LabConnect is growing at a significant rate which far surpasses that of its competitors, in correlation with the increased number and complexity of clinical trials. This includes creating greater scalability in services and capabilities, and, as they support clinical studies in approximately seventy countries, LabConnect has also become reliant on the use of technology and establishment of strong service delivery partnerships to meet the ongoing growth.

Key to the culture of LabConnect is therefore collaboration, both internally and externally. Amongst its core values is the establishment of close, lasting and mutual beneficial relationships with all stakeholders, including fellow employees, clients and vendors. The team reaches their audience through a profitable combination of outreach through business development and multi-channel marketing efforts. In addition, LabConnect invests heavily in its ability to understand and anticipate the needs of stakeholders, treating each one with respect and appreciation and striving to understand the impact of their actions and decisions so as to deliver a positive experience and productive outcome for all.

Whilst the company’s ground-breaking business model may be a primary factor in LabConnect’s success, the innovation that is central to the model would not be possible without the staff who work extremely hard to realize the full potential of their enterprise, which in turn facilitates its rapid growth. As a service-based organization, the staff plays an integral role in its success and potential candidates are recruited with this knowledge in mind through LabConnect’s two inhouse recruiters. It is vital that employees understand the importance of their work to clients’ clinical studies and, by extent, the wellbeing of patients whom these products will one day help.

Predominantly, personal and company success is the result of good communication and as such, LabConnect maintains a collaborative spirit, seeking clarity and brevity in their communications as they work towards a shared goal. LabConnect’s other core values include both personal and company awareness, in which the firm creates candid self-assessments and regularly examines their own strengths and weaknesses to identify areas in which they can improve. The team seeks regular feedback from customers, relying on their strong communication skills to find out how they can best serve their clientele and learn what they can from their competitors.

This also enables LabConnect to learn from one another so as to understand innovations and apply them with creativity to face challenges and acquire solutions. Mistakes are always likely to be made, particularly in an environment that is constantly pushing the boundaries and experimenting with new ways to improve. LabConnect’s team of creative individuals therefore use their positive attitudes and desire to exceed expectations of stakeholders to find innovative solutions that surpass the benchmarks of their industry.

In order to serve their industry and the wider community to an even higher standard, LabConnect has recently partnered its research professionals with the Alliance for Regenerative Medicine (ARM), a non-profit organization that supports the development of safe and effective regenerative medicines and advanced therapies worldwide. Fundamentally, ARM is an international network of businesses of varying sizes, non-profit research institutions, patient organizations and other sector stakeholders dedicated to bettering regenerative medicine on a global scale and sharing LabConnect’s vision to improve patient wellbeing.

Driven by innovation and exceptional client satisfaction, LabConnect continues to grow at a significant rate, by refining their delivery model and business process to evolve and better serve their customers. For instance, LabConnect recently acquired the software rights for SampleGISTICS^TM, a sample tracking pen technology that will enable better customization of the tracking and forecasting capabilities and serve a key industry need that currently remains unmet.

With active recruitment under way and full exploration of technological capabilities at the fore of LabConnect’s current mission, the organization is making plans for the expansion of its geographic presence, which will support global growth and enable even greater consistency for clinical studies around the world. Meanwhile, the LabConnect team will continue to research and launch even more innovative solutions, particularly focusing on those that will boost their productivity and offer improved, more comprehensive client services. With almost two decades behind them and many more ahead, it is clear that LabConnect is achieving what it set out to do, and improving lives by making real, positive difference in central laboratory management services.

For more information, please contact Jaimy McCarthy at www.labconnect.com

How to Effectively Use Direct Mail at Each Stage of Your Customers’ Journey

Posted on February 12, 2021 | by Akeela Zahair

Direct mail is quickly becoming a rejuvenated form of targeted marketing, as one of the most effective ways to communicate with your customers and prospects today. A recent survey showed that 84 per cent of professional marketers believe that direct mail improves advertising campaign performance.

Like online marketing strategies, direct mail can also be used to target customers on each stage of their buying journey – from brand discovery to retaining satisfied customers. Furthermore, with 56 per cent of people believing that print advertising is more trustworthy, businesses may consider it a far superior way to contact prospects.

Here, we look at the four stages of your customer’s buying journey and how you can use direct mail to progress their buying intentions and remain loyal to your business.

Awareness stage

At the beginning stage in your customer’s journey, they’re discovering that they have a problem and will be searching for the solution.

Fortunately, your business is the best solution to their problem. Unfortunately, the customer may not even know that your business exists. This is the perfect opportunity to use a direct mail service to introduce yourself to customers and raise awareness of your business.

Direct mail is an incredibly effective way to provide customers with information about your business, especially in comparison to most digital marketing techniques. Research shows that direct mail can be more influential than online techniques. For example, while 94 per cent of people engage with physical mail, only 20 per cent of emails are opened. Furthermore, 41 per cent of direct mail deliveries persuaded people to continue their research into the business that had posted to them.

It’s important to get the awareness stage of your customer’s journey right – your job is to create the foundations of a long-lasting loyalty between the business and the customer.

During this step, you should remember to not be too assertive – give the customer the information that they need with a small call to action. This should arguably be a small push to visit your website. Did you know that 64 per cent of people have visited a website because of direct mail they have received? Therefore, you should send mail out frequently. It’s important to maintain exposure, particularly during this early stage where you’re trying to raise awareness for your company. Targeting a smaller pool of people more frequently will be more effective than a larger pool of people once.

The utility of your mail is important when in the awareness stage, so making your mail less advertorial is key. For example, tips and tricks relating to your business will establish your organisation as helpful and authoritative. For example, a landscaper may send out gardening tips, or a gym may produce ideas on how to stay healthy.

Consideration stage

When your customer reaches the consideration stage, they’ve realised what their problem is and are beginning to research what exactly can be done to fix it. The customer knows your business, but now they want to know about your products and services and how your business can benefit them.

This is the stage where your customers want relevant information. Direct mail can help save them the research.

When using direct mail during the consideration stage you must provide relevancy. This is your opportunity to demonstrate how you can solve the problem through your product or services. How can a landscaper create the perfect garden space? How specifically can a gym help you to get healthy?

According to one survey, 53 per cent of people believe that the communication that is relevant to their needs is the most influential form of communication. You’re asking customers to take considerations seriously during this stage.

You can make this stage effective through several different campaign methods with direct mail, including the use of coupons to drive customers to return to your website. Personalised mail is also essential to show that you appreciate customers for their interest in your business.

Conversion stage

At this stage in the customer’s journey, they’re ready to decide on what to buy and who to buy it from. Your job is to ensure that the customer knows that you are the best option above all the competition.

To achieve this, you must guarantee that your customer knows that you can fulfil their needs. This stage requires you to be more assured and assertive, highlighting exactly what you can do, how you will do it, and the cost of your product or service.

With direct mail, you can tailor your marketing to target products and services to the people you know are more inclined to accept your offers. Therefore, it’s important to remind people that you are a trustworthy business. Highlighting strong reviews and affiliations with certified organisations remind people that your service or product will achieve what you promise.

Retention stage

After you have secured your customer, the next phase of this journey is to ensure that they will return to your business in the future. The customer will reflect on their experience with your product or service and measure how resolved they feel with what your business has achieved.

It’s important to remain engaged with your past customers. Research shows that after one purchase, consumers have a 27 per cent chance of returning to your store. Beyond this, three-time customers are 54 per cent likely to continue returning.

This retention can be achieved through direct mail by maintaining contact with your customers. Direct mail is a non-invasive way to communicate with customers after they’ve finished their buyer’s journey.

Customer loyalty can be created by creating mail that appeals to individuals. Throughout the buyer’s journey, you will have understood how your customers operate. When did they buy? Which offers best appealed to customers? Using this information with your direct mail strategy is essential to encourage customers to return to your business.

Posting direct mail with these offers during periods when you know customers are more likely to engage with your content. By using their name on the letterhead or envelope, for example, direct mail can create the impression that your business is providing individual members with exclusive offers.

Direct mail is unique in that it allows you to track your customers on every stage of the buyer’s journey. Understanding how your customer will react to your direct mail at each stage is also important, as you allow your brand to grow with their needs and awareness of your product and services. If you want to grow your business and its effectiveness in reaching customers, direct mail is an essential move towards reaching customers at every stage in their journey.

Full Steam Ahead!

Posted on February 11, 2021 | by Akeela Zahair

Operation excellence is the key factor in the success of ENGIE – Tihama Power Generation Company. Working under the aegis of the ENGIE Group, the Company is a power and steam generating company with 4 power and steam cogeneration plants in Eastern Province, Saudi Arabia. The cogeneration plants are all located within the boundaries of Saudi Aramco fuel processing facilities and are essential for Saudi Aramco process. The success of the team is due in no small part to the work of Eric Maka, named CEO of the Year, 2020 – The United Arab Emirates in CEO Monthly. We take a closer look to find out more.

ENGIE – Tihama Power Generation Company, one of the leading power and steam generating companies in Saudi Arabia, was established in 2003 to provide electrical power and process steam to four of Saudi Aramco’s refineries and gas plants in the Eastern Province of Saudi Arabia. Its continued success is a credit not only to the team who have made it such a critical part of Saudi Aramco’s infrastructure and the company’s partner, , but to visionary CEO Eric Maka.

Mr. Maka’s career with ENGIE started in 1995, when he was hired by Tractebel to supervise the construction of power and desalination projects in Belgium, Luxembourg, Singapore, Turkey, Kingdom of Bahrain and Sultanate of Oman. In 2011, ENGIE Group appointed him as SVP Asset Management (Construction) for South Asia, Middle East & Africa region based in Dubai. With eleven sites under construction, the task was not easy, but he proved crucial to the mission’s success. All projects were completed on time and within budget, including many with considerable cost underruns. Having managed such an astonishing achievement, Mr. Maka was promoted to act as head of construction, working his way through the firm to Head of Asset Management for KSA & Kuwait and finally to his current position as CEO of ENGIE – Tihama Power Generation Company.

In 2018 Mr Maka joined ENGIE – Tihama Power Generation Company from a corporate environment and has adapted extremely well to a challenging O&M environment with a demanding client. For the last two and a half years, he has guided the firm through a unique set of circumstances, ensuring that it thrives regardless. He took a more hands-on approach and reorganized of the head office reporting lines. He inspired the whole team to become the benchmark company for all the ENGIE assets in the region. He improved stakeholder engagement and communications, especially with its client Saudi Aramco giving extra care to their satisfaction. In addition to being empowered to represent the Company with authorities, regulatory agencies, lenders, banks and professional organisations, Mr. Maka has been involved in securing the future of the Company.

Of course, the role of CEO for this company is no small task. The 170-strong team ensures that Saudi Aramco is provided with 1,645 MW of electrical power and 6.3 Million Pounds per Hour of process steam for four of its refineries at Uthmaniyah, Shedgum, Ras Tanura and Ju’aymah.

The Company operates four electricity and steam co-generation power plants using General Electric frame seven gas turbines with associated steam generating industrial boilers under a 20-year Energy Conversion Agreement with Saudi Aramco. Needless to say, the ENGIE Group as a whole is fascinated by the potential that Saudi Arabia holds, and has put a great deal of time and effort into making the most of it. ENGIE currently provides 10% of the Kingdom’s power capacity and 11% of its desalinated water capacity and has achieved notable growth in Saudi Arabia, building its assets and project value to USD 8 billion. ENGIE plans to invest in assets and projects worth an additional USD 6 billion in the next 5 years.

Under Mr. Maka’s expert leadership, ENGIE – Tihama Power Generation has maintained its status as a multicultural equal-opportunity employer, with more than 67% of its workforce being Saudi Nationals. Part of the work that Mr. Maka has been engaged with has revolved around the promotion of a safe company culture and an environment where good industrial practices can flourish. In short, Mr. Maka is not just a leader, but an ambassador for cultural change, where continuous improvement and a strong drive towards operational excellence is key.

Perhaps the biggest sign of Mr. Maka’s success with operational excellence is the certification that the company now operates under. The team is proud to achieve the ISO 14001 and ISO 45001 certifications, the ISO 55001 Asset Management Certification as well as holding NEBOSH Golden Safety Award-2014-2015-2018-2019-2020 for their impeccable standards.

When it comes to managing energy companies, it’s worth paying attention to how Mr. Maka has secured success for the ENGIE Group. Instead of coming in and making a stance, his work has revolved around ensuring that all stakeholders in the region feel comfortable with his methods. It’s a consistent approach that has brought major success to the region, and is one of the many reasons why the ENGIE Group as a whole must be one to watch for the foreseeable future.

For more information, contact: [email protected] or visit www.tihamapower.com

Driving Creativity and Innovation

Posted on February 11, 2021 | by Akeela Zahair

Situated in Southfield, Michigan, Banks & Company is a full-service management consultancy firm focused on the management of issues and relationships, strategy around a data-driven approach using advanced analytics and innovation that speaks to technology and creative solutions to address complex problems. After receiving his award with CEO Monthly, we caught up with Lloyd Banks to find out more.

Since 2013, Banks & Company has worked alongside municipalities, corporations and non-profits delivering strategies, resource development and coalition building solutions. To start, Lloyd offers more insight into the values of the firm and some of its specialisms.

“Collectively, we aim to provide the highest integrity and credible global solutions to thought leaders that will drive creativity and innovation throughout the organisation. At all times, it is our goal to meet and exceed client expectations. Since we were founded, no major changes have occurred to the business, but the statements have broadened to be more encompassing of who and what we represent as a company. As the operator of a full-service public affairs company, we are experts in government relations, lobbying services, public relations, and marketing for other organisations.”

In the field of management consulting, Banks & Company regularly come up against a number of similar competitors in the region. However, as Lloyd goes on to explain, the firm like to act as problem solvers to retain the business of some of its clients.

“Naturally, our approach has always been about helping an organisation see how we can solve their problems. Firstly, we seek to understand the problem before then demonstrating how our services can help immediately in a short-term way. With the help of our dedicated team, we have a process that ensures a very efficient onboarding process. Weekly client check-ins, regular client activity reporting, budget tracking and quarterly reviews also help ensure objectives are being met. But, ultimately our most unique selling point is the fact we are proactive, and we anticipate needs to enhance relationships through government relations and so forth.”

Regarding the internal culture in place, much of the firm’s success can be attributed to the dedication and commitment of its staff members, which Lloyd is keen to highlight.

“The company culture here is a vibrant one with everyone full of energy, possessing can-do attitude and a spirit of entrepreneurship. The team are a critical part of the client delivery model. Without the support of my team, I would not be as successful. The entrepreneurial approach and attitudes of those working for Banks has allowed us to satisfy the demands of our clients.”

Similarly, in recruitment we look for individuals who will fit into the firm’s culture as Lloyd goes on to explain. “Recruitment is a very strategic process and to make sure we find the right kind of talent we cast the net as wide as possible. Additionally, we like to focus our network on referrals.”

Finally, Lloyd discusses the challenges the firm has faced in recent years before outlining some of its plans for 2021 and beyond. “Many challenges are not always respected in your hometown. Having been working on strategy to open up other markets, it makes sense for me to go in this direction as it is my goal to be a global player in the public affairs space. Currently, the industry is great and there is plenty of work for everyone, the challenge however is location, and it is important to expand.

“Looking ahead, I want to grow and be positioned as a thought leader in the industry. Naturally, my success and elevation will have a direct impact on my company and team members. The more recognition I receive, the more opportunities I will have for my company. Not only do I plan to run and operate a multimillion-dollar company, but I also want my team members to have a huge stake in that financially. In five years, I plan to be operating successfully in at least two more markets while on the path of doing international work.”

Roots vs Risk: How Companies Can Effectively Create a New Culture and Customer-base

Posted on February 10, 2021 | by Akeela Zahair

It’s common for brands to become stagnant, rooted in their ways and too set on a specific course which restricts their ability to adapt to change. It is the classic example of the “That’s the way we do things around here” mentality.

But over time, competition increases, markets develop and consumer needs shift. Consequently, very few industries have remained static over the past year let alone the last decade, which has created an urgent need for businesses to evolve.

This notion is backed by Matthew Hayes, Managing Director of Champions (UK) plc, a strategy-led growth agency in the brand, digital and communications space. In this piece, he explains how digging up a business’ roots can actually help sow the seeds for a successful future.

Letting go of your roots

Resistance to change is one of the greatest barriers to a business’s long-term success. This resistance is often the result of a business becoming too attached to its roots, which can sometimes be so deep that they begin to act as an anchor, weighing the business down rather than enabling its growth.

These roots can be categorised as values, goals and characteristics of a business that define how it operates, the messages it communicates, the way in which it conveys them, as well as how consumers perceive the brand.

But as times change, it is common for business roots to become outdated and unsuitable for the current commercial climate. And as a result, businesses begin to face difficulties in keeping customers engaged and in turn, achieving a profitable financial return. To see this in practice, we only need to look at the demise of some the biggest named brands in recent times.

For example, the Arcadia Group is one of the latest victims of digital transformation, a trend that has been gradually impacting the retail space in recent years, and that has only accelerated during the COVID-19 pandemic.

The digital shift has been led due to the need to meet changing consumer expectations and behaviours, with online sales are increasing year on year, and even more customers are expected to be shopping with a digital-first perspective following the pandemic and its related disruption.

Instead of responding to the change in the market and embracing online opportunities, businesses operating as part of Arcadia Group continued to do things as they had always done. And it was this lack of focus on their digital offering, particularly when compared to competitors such as PrettyLittleThing, boohoo and Asos, that ultimately resulted in their commercial downturn.

Although not so great for the individuals effected in the process, the case offers other businesses a vital lesson in the importance of letting go of outdated roots and adapting to change.

Taking a risk

But due to the deep-rooted nature of such characteristics, there is a perceived risk involved with letting them go. It’s understandable as it will no doubt involve a significant change to business as usual. But, any risks can be mitigated if businesses take a strategic approach in their decision to make change.

For instance, by undertaking branding exercises, such as a brand audit and the formalisation of a value proposition, stakeholders can gain an in-depth understanding of the business’s current position, its offering and their consumers’ expectations, through the creation of audience personas and its market via detailed industry insights and competitor analysis. From here, there will be a clear view of which aspects are not appropriate for the current commercial landscape, and where there will be opportunity to enjoy the fruits of your labour once change has been implemented.

Once a new proposition has been established in theory, it then needs a detailed project plan to role it out in a practice, combined with an effective communications strategy. Taking a look at an example from our own experience. We rebranded Delta Global, a packaging provider for luxury retailers that, at the time, was doing great things with regard to innovation, technology and sustainability but was failing from a branding perspective to communicate its capabilities in those areas.

Our branding exercises helped to redefine the business’s values, creating a four pillar model that communicates them much more clearly. Formed of innovation, sustainability, luxury and ecommerce, clients and stakeholders can now, at a glance, understand exactly what the business does and how it does it.

And to ensure the business and its position only benefited from the activity, it was complemented with a robust communications strategy. This gained the brand exposure in industry-leading titles, including Forbes, WWD and The Sunday Times, as well as a greater presence across social media channels.

This helped mitigate the risk of unsuccessful change through use of effective communication targeted at new audiences, existing customers and internal stakeholders, who now understand the new direction but also be on board with it.

Is change always necessary?

In short, no. Change for the sake of change can actually be just as damaging to a brand as staying consistent. This is because sometimes, the deep-rooted characteristics of the business form a vital part of the audience’s understanding of the brand and its offering.

This might include family-run business values or branding elements that are connected to the location a business was founded in, for example. Often, it’s unlikely that these elements will be hindering the business’s growth potential, but are instead, adding value to it by acting as a USP and differentiating it from the competition.

However, in these cases, while the message does not need to change, the way in which it is communicated might, as often, it is the methods of message delivery that become outdated. For example, this might mean making better use of online marketing channels such as social media, content creation, SEO and email promotions to support both online and offline activities.

It’s all about making well thought out changes in order to remain relevant, rather than constantly altering your messages and offerings, which could actually cause confusion and disconnect between the brand and its consumers.

Ultimately, businesses need a solid footing upon which they can build on. But while these foundations are important for business growth, like a tree’s roots, some often go off at a tangent and become stuck in the past, anchoring the brand to where it used to be rather than allowing it to move forward into the future.

Put simply, if you don’t evolve, you die.