20.04.2020

 

Aufgrund der aktuellen Situation rund um die Vermeidung von Infektion mit dem neuen Corona-Virus

finden vorläufig keine Schulungen und keine Versammlungen des SCC statt.

 

 


 

Am Montag, 27.04.2020 bietet Uwe Lahmer seinen Unterricht als Online Schulung an. Näheres per Rundmail an alle Mitglieder. 

 

(Die erste Schulung ist gelaufen! Erstmal für alle etwas Neues. Hat aber gut geklappt. Danke Uwe!)

 

Auch am nächsten Montag, 4.5.2020, wird die Online-Schulung angeboten.


Die Themen sind um 14 Uhr

Windows – Frühjahrsputz PC – aufräumen, Virenprüfung, Sichern  Teil 2

und um 16 Uhr

Funklöcher in Deutschland – schon reingefallen? Nicht mit uns!

 

 


 

 

Bitte denkt daran, dass der neue Schulungsplan ab April insoweit vorläufig ist, dass Schulungen und Treffen nur bei Aufhebung aller Kontaktsperren o. Ähnlichem stattfinden.

Infos findet Ihr hier an dieser Stelle.

 


 

 

 

 Herzlich Willkommen beim SCC

Computer Club Seevetal e.V.

The 5 Elements of an Effective Digital Marketing Strategy for and Beyond

Make sure that the inner working of the group matches the culture and values of the parent organization. If your company is as free-flowing as Google, don't bind people with conservative rules that eliminate communal sharing of ideas or the development innovative solutions. Element 2: Decision Making The way that decisions are made in organizations determines how ideas are generated and which ideas are considered. The way decisions are made influences how these ideas are carried out later.

Does decision making in your organization flow top-down or bottom-up? Who are the holders of the power to decide which ideas advance and which are eliminated? If ideas are valued in your culture, there's a strong likelihood that it might not matter who generates the ideas.

Element 3: Idea Generation How ideas are generated affects the quantity and quality of these ideas, which directly affects the number of viable strategy options. A company that has an annual strategy meeting with a brainstorming component that encompasses input from many directions within the company uses one type of idea generation.

They test and grow projects. Some projects are nurtured and provide the company with revenue. Others are killed off. Elements of an advertisement even possible that original projects may mutate into something different. Element 4: Process Process is the way that ideas are handled and consumed within organizations. Process defines the way that agreements and commitments are made and managed, and how well people understand what is happening and what to do. Senior HP managers were seldom at their desks.

They spent most of their days visiting employees, customers, and suppliers. This direct contact with key people provided them with a solid grounding from which viable strategies could be crafted. Management consultants Tom Peters and Robert H. InIBM released a study summarizing three conclusions of CEOs around the world: 1 complexity is escalating, 2 enterprises are not equipped to cope with this complexity, and 3 creativity is now the single most important leadership competency.

IBM said that it is needed in all aspects of leadership, including strategic thinking and planning. Similarly, McKeown argued that over-reliance on any particular approach to strategy is dangerous and that multiple methods can be used to combine the creativity and analytics to create an "approach to shaping the future", that is difficult to copy. A treatise by Chester Barnardbased on his key elements of conflict resolution experience as a business executive, described the process as informal, intuitive, non-routinized and involving primarily oral, 2-way communications.

Bernard says "The process is the sensing of the organization as a whole and the total situation relevant to it. It transcends the capacity of merely intellectual methods, and the techniques of discriminating the factors of the situation. The terms pertinent to it are "feeling", "judgement", "sense", "proportion", "balance", "appropriateness". It is a matter of art rather than science. InMintzberg found that senior managers typically deal with unpredictable situations so they strategize in ad hocflexible, dynamic, and implicit ways.

He wrote, "The job breeds adaptive information-manipulators who prefer the live concrete situation. The manager works in an environment of stimulus-response, and he develops in his work a clear preference for live action. InJohn Kotter studied the daily activities of 15 executives and concluded that they spent most of their time developing and working a network of phd dissertation help professional that provided general insights and specific details for strategic decisions.

They tended to use "mental road maps" rather than systematic planning techniques. Daniel Isenberg 's study of senior managers found that their decisions were highly intuitive. Executives often sensed what they were going to do before they could explain why. Zuboff claimed that information technology was widening the divide between senior elements of investment who typically make strategic decisions and operational level managers who typically make routine decisions.

She alleged that prior to the widespread use of computer systems, managers, even at the most senior level, engaged in both strategic decisions and routine administration, but as computers facilitated She called it "deskilled" routine processes, these activities were moved further down the hierarchy, leaving senior management free for strategic decision making.

InAbraham Zaleznik distinguished leaders from managers. He described leaders as visionaries who inspire, while managers care about process. Lack of leadership is most damaging at the level of strategic management where it can paralyze an entire organization.

5 elements of strategy

According to Corner, Kinichi, and Keats, [] strategic decision making in organizations occurs at two levels: individual and aggregate. They developed a model of parallel strategic decision making. The model identifies two parallel processes that involve getting attention, encoding information, storage and retrieval of information, strategic choice, strategic outcome and feedback.

The individual and elements of investment processes interact at each stage. For instance, competition-oriented objectives are based on the knowledge of competing firms, such as their market share.

The s also saw the widespread acceptance of positioning theory. The basic premise is that a strategy should not be judged by internal company factors but by the way customers see it relative to the competition.

Crafting and implementing a strategy involves creating a position in the mind of the collective consumer. Several techniques enabled the practical use of positioning theory. Perceptual mapping for example, creates visual displays of the relationships between positions. Multidimensional scalingdiscriminant analysisfactor analysis and conjoint analysis are elements of strategic management techniques used to determine the most relevant characteristics called dimensions or factors upon which positions should be based.

Preference regression can be used to determine vectors of ideal positions and cluster analysis can identify clusters of positions. In Jay Barney saw strategy as assembling the optimum mix of resources, including human, technology and suppliers, and then configuring them in unique and sustainable ways.

Critical Elements of Strategic Leadership: Beyond Corporate Strategy

James Gilmore and Joseph Pine found competitive advantage in mass customization. This effectively turned the product into a service. They also realized that if a service is mass-customized by creating a "performance" for each individual client, that service would be transformed into an "experience". Their book, The Experience Economy[] along with the work of Bernd Schmitt convinced many to see service provision as a 5 elements of strategy of theatre.

This school of thought is sometimes referred to as customer experience management CEM. Many industries with a high information component are being transformed. The music industry was similarly disrupted. The technology sector has provided some strategies directly. For example, from the software development industry agile software development provides a model for shared development processes.

Peter Drucker conceived of the "knowledge worker" in the s. He described elements of creative nonfiction fewer workers would do physical labor, and more 5 elements of strategy apply their minds. InJohn Naisbitt theorized that the future would be driven largely by information: companies that managed information well could obtain an advantage, however the profitability of what he called "information float" information that the company had and others desired would disappear as inexpensive computers made information more accessible.

Daniel Bell examined the sociological consequences of information technology, while Gloria Schuck and Shoshana Zuboff looked at psychological factors. She studied the effect that both had on workers, managers and organizational structures. She largely confirmed Drucker's predictions about the importance of flexible decentralized structure, work teams, knowledge sharing and the knowledge worker's central role. Zuboff also detected a new basis for managerial authority, based on knowledge also predicted by Drucker which she called "participative management".

The four stages include:. The initial conclusion of the study was unambiguous: the greater a company's market share, the greater their rate of profit. Market share provides economies of scale. It also provides experience curve advantages. The combined effect is increased profits. The benefits of high market share naturally led to an interest in growth strategies. The relative advantages of horizontal integrationvertical integrationdiversification, franchisesmergers and acquisitionsjoint ventures and organic growth were discussed.

Other research indicated that a low market share strategy could still be very profitable. Schumacher[] Woo and Cooper[] Levenson[] and later Traverso [] showed how smaller niche players obtained very high returns.

In the s business strategists realized that there was a vast knowledge base stretching back thousands of years that they had barely examined.

They turned to military strategy for guidance. From Sun Tzu, they learned the tactical side of military strategy and specific tactical prescriptions.

From von Clausewitz, they learned the dynamic and unpredictable nature of military action. From Mao, they learned the principles of guerrilla warfare. The marketing elements of investment literature also examined leadership and motivation, intelligence gathering, types of marketing weapons, logistics and communications.

By the twenty-first century marketing warfare strategies had gone out of favour in favor of non-confrontational approaches. InDudley Lynch and Paul L. A variety of aggressiveness strategies were developed. InJ. Moore used a similar metaphor. Author Phillip Evans said in that " Henderson's central idea was what you might call the Napoleonic idea of concentrating mass against weakness, of overwhelming the enemy. What Henderson recognized was that, in the business world, there are many phenomena which are characterized by what economists would call increasing returns-scale, experience.

The more you do of something, disproportionately the better you get. And therefore he found a logic for investing in such kinds of overwhelming mass in order to achieve competitive advantage.

And that was the first introduction of essentially a military concept of strategy into the business world. It was on those two ideas, Henderson's idea of increasing returns to scale and experience, and Porter's idea of the value chain, encompassing heterogenous elements, that the whole edifice of business strategy was subsequently erected.

Like Peters and Waterman a decade earlier, James Collins and Jerry Porras spent years conducting empirical research on what makes great companies. Six years of college writing uncovered a key underlying principle behind the 19 successful companies that they studied: They all encourage and preserve a core ideology that nurtures the company.

Even though strategy and tactics change daily, the companies, nevertheless, were able to maintain a core set of values. These core values encourage employees to build an organization that lasts. In Built To Last they claim that short term profit goals, cost cutting, and restructuring will not stimulate dedicated employees to build a great company that will endure.

It describes a business culture where technological change inhibits a long term focus. Arie de Geus undertook a similar study and obtained similar results. They are:. A company with these key characteristics he called a living company because it is able to perpetuate itself. If a company emphasizes knowledge rather than finance, and sees itself as an ongoing community of human beings, it has the potential to become great and endure for decades. Such an organization is an organic entity capable of learning he called it a "learning organization" and capable of creating its own processes, goals, and persona.

Will Mulcaster [] suggests that firms engage in a dialogue that centres around these questions:. From Wikipedia, the free encyclopedia. When the five elements of strategy are aligned and mutually reinforcing, the firm is generally in a position to perform well.

High performance levels, however, ultimately mean that a strategy is also being executed well. This leads to strategy implementation. As you learn to apply the strategy diamond to issues about international business, you will probably work through three related questions:. Answering the second question includes identifying specific regions and countries and the criteria that might be used to prioritize potential markets. Finally, the answer to the third question involves whether the organization should enter the new international market on its own, with a partner, or through acquisition.

The strategy diamond helps you develop international strategy, using three related questions:. Previous Section. Table of Contents. Next Section.

Key elements of conflict resolution

Understand the interrelationship among the elements in the strategy diamond. Recognize how the strategy diamond helps you develop and articulate international strategy.

Figure Arenas Arenas The facet of the strategy diamond that identifies the areas in which a firm will be active, such as industry segments, geographic markets, and channels segments. There are two critical factors in selecting differentiators: Decisions must be made early.

Key differentiators rarely materialize without significant up-front decisions, and without valuable differentiators firms tend to lose marketplace battles. Identifying and executing successful differentiators mean making tough choices-trade-offs. Categories : Creative Commons Attribution 4. Hidden categories: All free media Files with no machine-readable description Files with no machine-readable author Files with no machine-readable source.

Namespaces File Talk. They utilize a strategic thinking planning guide to help identify their strategic target areas, conduct a SWOT, explore scenarios, and build an action plan. In my one-on-one interactions with them, I provide some guidance regarding the selection of a strategic target. Then on a monthly basis, we have a team meeting actually it is a breakfast elements of an advertisement where we review the collective strategies we are working on together.

Each team member makes a five minute report on progress with their individual strategic progress. After each person presents, the team checks for alignment and discusses questions, feedback, or ideas with the team members. I, too, present my own leader based strategic targets. This meeting is very focused, efficient, and strategically oriented.These three elements are described as follows Daschmann :.

The three key Elements 1. The target customers for these programs are typically larger organizations, often manufacturers or larger building environments such as hospitals, water utilities, and universities. Some utility SEM programs work with customers on an individual basis, and some provide training and coaching elements of investment groups of companies, often referred to as cohorts.

5 Key Elements of a Successful Marketing Plan -

In addition, the cohort can provide positive peer pressure for participants to take action and save more energy. ISO is aligned to other management system standards for quality and environmental impact. It includes requirements for management participation, objectives, monitoring and measurement, and several other elements. After executing the environmental analysis process, management should evaluate it on a continuous basis and strive to improve it.

Strategy Formulation - Strategy formulation is the process of deciding best course of action for accomplishing organizational objectives and hence achieving organizational purpose.

After conducting environment scanning, managers formulate corporate, business and functional strategies. Strategy Evaluation - Strategy evaluation is the final step of strategy management process.

With an outward orientation, you will be better prepared to understand what you are a part of and how to make proactive steps to act more elements of an advertisement now and in the future.

Having a long-range criteria for decision making provides the context necessary to evaluate your insights and performance against your ultimate goals.

5 Elements of a Successful Digital Marketing Strategy - International Marketing Agency

It gives you the confidence to make necessary changes when you might be spinning your wheels or moving away from your ideal destination. It is derived from a clearly defined vision of success.

In other words, it is part elements of strategic management your overall strategic direction. You must know what success looks like before you can define the criteria, but then you must use it regularly in decision-making. A realistic and aggressive story is one that pulls together the elements of what you are doing now with how you will evolve over time to get to where you ultimately want to go as an organization.

For honoring great performance, shifting priorities and inspiring future commitment, there is nothing like a compelling story that people believe in. To have great thinking, you must capture the imagination to unleash their creativity. Think about the master corporate storyteller, Steve Jobs.

 

Auf den Verein kommen im neuen Jahr viele neue Aufgaben zu. So werden wir bei der Jahreshauptversammlung  einen neuen Vorstand wählen müssen - einige jetzige Vorstandsmitglieder stehen nicht mehr zur Wahl. Gesucht sind also Mitglieder, neue Mitglieder, die sich im Verein engagieren wollen. Und auch sonst gibt es viel Arbeit. Die Homepage soll bearbeitet werden, der Schulungsplan gepflegt, die Mitgliederlisten....

 

Viele gute Wünsche für 2020

 

Euer Vorstand

 


 

 

 

Ziele des SCC

 

· Verstehen womit sich die Enkel beschäftigen

· Senioren mit der Bedienung des Computers vertraut machen

· Gemeinsam die faszinierende Welt des Internets erkunden

· Unsicherheiten vor den Gefahren des Internets abbauen

· Ansprechpartner für PC-Probleme kennenlernen

· Gemeinsam Lösungen bei PC-Problemen erarbeiten

· Informationsaustausch mit Gleichgesinnten

 


Unsere Aktivitäten

 

· Schulungen durch professionelle Referenten

 

· Praxishilfe / Hard- und Software / Gegenseitige Hilfe

 

· Klönschnack jeden Mittwoch / Kontaktbörse

 

 

 

Haftung

 

  • Der Verein (SeniorenComputerClub Seevetal e. V.) oder von ihm Beauftragte haften für Schäden, die sie in Erfüllung ihrer Tätigkeit verursachen, nur bei Vorsatz und grober Fahrlässigkeit.

 



Programm 2020:
 

 

Der neue Schulungsplan ist fertig. Nach der Winterpause geht es wieder los!

Wir hoffen, jeder von Euch findet in dem umfangreichen Angebot interessante Schulungsthemen.

Wird ein Thema vermisst? Der Schulungsplan wird regelmäßig nach Euren Wünschen neu zusammengestellt.

Viel Spaß.

 

Hier findet Ihr den Schulungsplan ab April 2020.


Alle alten Schulungspläne findet ihr im ARCHIV.
 


 



Mittwochs-Klön-Schnack

 

jeden Mittwoch um 17.00 Uhr im

Nostalgie-Café,

Garbershoff 4

21218 Seevetal-Helmstorf


Der Klön-Schnack ist ein wichtiger Treffpunk zum Kennenlernen, Diskutieren und gemütlichen Klönen. Auch Gäste sind jederzeit herzlich willkommen.
Oft sind Mitglieder des SCC-Vorstandes anwesend und stehen für alle Fragen rund um den Verein zur Verfügung. Auch manches "kleine" Computerproblem wurde hier schon gemeinsam gelöst. 

Im Nostalgie Cafe ist ein WLAN Zugang vorhanden. Somit ist auch mal eine Hilfe mit benötigtem Internetzugang möglich.