Sentences with phrase «demand digital business»

Get on - demand digital business and marketing advice from experts, whenever and wherever you want it.

Not exact matches

Keeping pace with the changing demands of a digital marketplace is a challenge for many in business.

Donovan, who started out in the movie business and won an Oscar in 2003 for producing Michael Moore's Bowling for Columbine documentary, created a media company for the Netflix era, where once beloved shows are held in massive digital libraries, sold to streaming services, and viewed on demand, often on laptops, tablets and phones.

Public relations is a demanding business, mostly because of the conditions of digital media.

«We need to identify areas where we might make new demands if NAFTA is opened up: services, government procurement, digital economy, business visas, energy.

Parents of the new crop of digital natives are struggling to manage what their children watch, listen to and play, creating strong demand for better tools to regulate how much time and money children spend online — and giving developers whose apps have robust controls an edge in the hyper - competitive business of digital entertainment for kids.

The continuously evolving digital landscape is changing our entire thought process as business models adapt to fit the increasing demands of the modern consumer.

Macy's already has one of the strongest omnichannel businesses in the industry, and with Hal on the team, we will accelerate the integration of digital both online and in our stores to deliver the world - class experience our customers demand.»

With expertise across more than 40 industries and all business functions, we deliver transformational outcomes for a demanding new digital world.

As millions of individuals, businesses and investors are already actively engaged with digital currencies; and as governments begin to share guidance and promulgate regulations — there is no shortage of demand for competent professional advice.

Posted by Tony Zambito at 02:02 AM in buyer behavior, buyer ecosystem, buyer enablement, buyer experience, buyer experience cycle, buyer experience design, buyer experience innovation, buyer experience strategy, buyer goals, buyer insight, buyer persona, buyer persona development, Buyer Personas, Buying Cycle Scenarios, buying process, customer experience, customer experience innovation, customer experience management, customer experience strategy, Customer Insight, customer strategy, demand generation, Digital Buyer Persona, digital marketing, digital marketing strategy, innovation, Marketing, marketing automation, Personas, qualitative research, Sales, sales enablement, social business, social business strategy, social media, social media marketing, social media strategy, Stories, Strategy Permalink Comments (3) TrackBDigital Buyer Persona, digital marketing, digital marketing strategy, innovation, Marketing, marketing automation, Personas, qualitative research, Sales, sales enablement, social business, social business strategy, social media, social media marketing, social media strategy, Stories, Strategy Permalink Comments (3) TrackBdigital marketing, digital marketing strategy, innovation, Marketing, marketing automation, Personas, qualitative research, Sales, sales enablement, social business, social business strategy, social media, social media marketing, social media strategy, Stories, Strategy Permalink Comments (3) TrackBdigital marketing strategy, innovation, Marketing, marketing automation, Personas, qualitative research, Sales, sales enablement, social business, social business strategy, social media, social media marketing, social media strategy, Stories, Strategy Permalink Comments (3) TrackBack (0)

Posted by Tony Zambito at 05:23 PM in buyer behavior, buyer ecosystem, buyer enablement, buyer experience, buyer experience cycle, buyer experience marketing, buyer goals, buyer insight, buyer persona, buyer persona development, Buyer Personas, buying process, content marketing, content strategy, customer experience, Customer Insight, customer strategy, demand generation, Digital Buyer Persona, Marketing, Personas, qualitative research, Sales, sales enablement, Scenarios, segmentation, social business, social buyer persona, social experience, social influence, social media Permalink

Lead analytics expert technical consultant teams in delivering project implementations and configurations Strategist for Client Implementations of Adobe Marketing Cloud Products (AEM, Analytics, Target, Social, Campaign, etc.) Participate and lead internal brainstorming and creative thinking sessions that solve client / prospect digital marketing roadblocks, customer roadmap & journey strategies, technical integrations, and discover upsell opportunities Leverage digital marketing consulting skills to assess client's requirements in aligning proper resources and provide on - time delivery of the scope of work Key strategic member of sales and business development teams by providing expert solutions to prospects leading to purchasing content management systems such as Adobe AEM (CMS & Communities), Target, Campaign, Analytics and other digital marketing technologies and services Collaborate with all business units including: consulting, technical, sales, and marketing Developed acquisition & demand generation strategies via event, email and content marketing programs Establish excellent sales and client retention strategies and demand generation by providing guidance through evaluation of current technologies and sourcing of complementary products and services to recommend Created sales strategy to increase sales pipeline and focus on opportunities in both inbound and outbound marketing Co-Sell, Cross-Sell, Upsell & Strategize with Partners.

Posted by Tony Zambito at 04:00 PM in buyer behavior, buyer experience, buyer experience cycle, buyer insight, buyer persona, buyer persona development, Buyer Personas, buying process, content marketing, content strategy, customer experience strategy, Customer Insight, customer strategy, demand generation, Digital Buyer Persona, Marketing, marketing automation, Personas, qualitative research, Sales, Scenarios, segmentation, social business, social buyer persona, social influence, social media, social media marketing, Stories, Strategy, User Personas Permalink Comments (0) TrackBack (0)

Tags: b2b marketing, Business, buyer persona, buyer persona development, buyer personas, customer strategy, demand generation, digital marketing, goal centered customer strategy, goal centric, Lead, lead nurturing, Marketing, marketing strategy, sales enablement, social business strategy, social media marketing, tonyBusiness, buyer persona, buyer persona development, buyer personas, customer strategy, demand generation, digital marketing, goal centered customer strategy, goal centric, Lead, lead nurturing, Marketing, marketing strategy, sales enablement, social business strategy, social media marketing, tonybusiness strategy, social media marketing, tony zambito

Posted by Tony Zambito at 05:23 PM in buyer behavior, buyer ecosystem, buyer enablement, buyer experience, buyer experience cycle, buyer experience marketing, buyer goals, buyer insight, buyer persona, buyer persona development, Buyer Personas, buying process, content marketing, content strategy, customer experience, Customer Insight, customer strategy, demand generation, Digital Buyer Persona, Marketing, Personas, qualitative research, Sales, sales enablement, Scenarios, segmentation, social business, social buyer persona, social experience, social influence, social media Permalink Comments (2) TrackBack (0)

Posted by Tony Zambito at 02:02 PM in buyer behavior, buyer ecosystem, buyer experience, buyer experience cycle, buyer goals, buyer insight, buyer persona, buyer persona development, Buyer Personas, content strategy, Customer Insight, customer strategy, demand generation, Digital Buyer Persona, Marketing, Personas, qualitative research, social business, social buyer, social buyer persona, social commerce, social customer, social experience, social influence, social media Permalink Comments (2) TrackBack (0)

Posted by Tony Zambito at 04:03 AM in buyer behavior, buyer experience, buyer experience cycle, buyer experience design, buyer experience marketing, buyer experience strategy, buyer goals, buyer insight, buyer persona, buyer persona development, Buyer Personas, customer experience, customer experience strategy, Customer Insight, customer strategy, demand generation, Digital Buyer Persona, Marketing, Personas, qualitative research, Sales, Scenarios, social business strategy, social buyer persona, social media, social media marketing, social media strategy, User Personas Permalink Comments (0) TrackBack (0)

Posted by Tony Zambito at 06:30 PM in buyer behavior, buyer experience cycle, buyer experience marketing, buyer goals, buyer insight, buyer persona, buyer persona development, Buyer Personas, content marketing, content strategy, customer experience management, Customer Insight, customer strategy, demand generation, digital marketing strategy, Marketing, marketing automation, Personas, qualitative research, Sales, social business, social buyer persona, social experience, social influence, social media, social media marketing Permalink Comments (0) TrackBack (0)

Posted by Tony Zambito at 07:35 PM in buyer behavior, buyer ecosystem, buyer enablement, buyer experience, buyer insight, buyer persona, buyer persona development, Buyer Personas, buying process, content marketing, content strategy, Customer Insight, customer strategy, demand generation, Digital Buyer Persona, digital marketing, digital marketing strategy, Marketing, marketing automation, Persona Ecosystem, Personas, qualitative research, Sales, sales enablement, Scenarios, social business, social business strategy, social buyer persona, social experience, social influence, social media, social media marketing, social media strategy, User Personas Permalink Comments (0) TrackBDigital Buyer Persona, digital marketing, digital marketing strategy, Marketing, marketing automation, Persona Ecosystem, Personas, qualitative research, Sales, sales enablement, Scenarios, social business, social business strategy, social buyer persona, social experience, social influence, social media, social media marketing, social media strategy, User Personas Permalink Comments (0) TrackBdigital marketing, digital marketing strategy, Marketing, marketing automation, Persona Ecosystem, Personas, qualitative research, Sales, sales enablement, Scenarios, social business, social business strategy, social buyer persona, social experience, social influence, social media, social media marketing, social media strategy, User Personas Permalink Comments (0) TrackBdigital marketing strategy, Marketing, marketing automation, Persona Ecosystem, Personas, qualitative research, Sales, sales enablement, Scenarios, social business, social business strategy, social buyer persona, social experience, social influence, social media, social media marketing, social media strategy, User Personas Permalink Comments (0) TrackBack (0)

Global demand for Bitcoins is influenced by such factors as the growth of retail merchants» and commercial businesses» acceptance of Bitcoins as payment, the security of online Bitcoin Exchanges and digital wallets that hold Bitcoins, the perception that the use of Bitcoins is safe and secure, and the lack of regulatory restrictions on their use.

Business environment in the digital age demands constant earning and development because, if we drop the ball on a particular matter, our knowledge could quickly become obsolete and we could lose our competitive edge.

[dropcap style =» flat» size =» 5 ″] I [/ dropcap] n every round of author survey results — from Digital Book World's «What Authors Want» last January, to Dr. Florian Geuppert's report to us last week in Frankfurt on his study of 1,800 European authors using his Hamburg - based Books on Demand platform — entrepreneurial authors tell us that creative freedom and control of their business are top reasons for self - publishing.

With our unmatched network of elite business journalists, established communication executives, speechwriters, and digital content strategists, we can handpick an on - demand stable of writers to produce world - class content to meet your specific needs on your specific timetable.

NBNi's client service business will stand alongside Ingram's wide range of digital, physical and print - on - demand solutions to create a premier global services offering.

Risks and uncertainties include without limitation the effect of competitive and economic factors, and the Company's reaction to those factors, on consumer and business buying decisions with respect to the Company's products; continued competitive pressures in the marketplace; the ability of the Company to deliver to the marketplace and stimulate customer demand for new programs, products, and technological innovations on a timely basis; the effect that product introductions and transitions, changes in product pricing or mix, and / or increases in component costs could have on the Company's gross margin; the inventory risk associated with the Company's need to order or commit to order product components in advance of customer orders; the continued availability on acceptable terms, or at all, of certain components and services essential to the Company's business currently obtained by the Company from sole or limited sources; the effect that the Company's dependency on manufacturing and logistics services provided by third parties may have on the quality, quantity or cost of products manufactured or services rendered; risks associated with the Company's international operations; the Company's reliance on third - party intellectual property and digital content; the potential impact of a finding that the Company has infringed on the intellectual property rights of others; the Company's dependency on the performance of distributors, carriers and other resellers of the Company's products; the effect that product and service quality problems could have on the Company's sales and operating profits; the continued service and availability of key executives and employees; war, terrorism, public health issues, natural disasters, and other circumstances that could disrupt supply, delivery, or demand of products; and unfavorable results of other legal proceedings.

Barnes & Noble's digital business (its website at bn.com and its Nook) continues to grow and, along with Amazon.com's growing market share, further supports the notion that distribution - on - demand with self - publishing companies like Outskirts Press is not only a viable solution but is on its way toward becoming the de facto standard for how books are distributed and sold.

The demand for digital product is healthy, particularly in non-fiction, educational and professional markets where content is often sold on different business models such as subscription or «loan» models.

From ebook deliveries and digital asset management to print - on - demand via Lightning Source, for both inventory and marketing, the range of options has transformed almost all aspects of our business,» said Alan Harvey, director of Stanford University Press.

SEBASTOPOL, Calif. --(BUSINESS WIRE)-- Safari Books Online (www.safaribooksonline.com), the leading on - demand digital library for technology, digital media and business professionals, today achieved another milestone in its mobile device strategy — the seamless extension of its popular portal features to mobile devices.

In the past few years i have been in E-reader business and have i realized that am the only one in East africa selling E-readers and in most cases going out of stock, I am increasingly adopting the digital route and am being met with impressive demand

Such is the case with a new generation of on - demand print and digital publishing services like Lulu.com, that have transformed «vanity publishing» into a legitimate and viable business and opportunity for independent and self - publishers.

«If publishers accept change, transform their processes, train employees, and offer their content in multiple formats — in digital or printed form, bound or on demand, as a PDF or ePUB — and on all platforms, they will have a good chance of developing a viable digital business model.

In a nutshell, I create websites authors and small businesses, and offer formatting / typesetting / manuscript conversion for digital distribution and print on demand, for fiction and non-fiction, PDF reports, menus... you get the idea.

Sainsbury is a UK company that has decided to close their Entertainment on Demand business, which includes movies and TV, digital magazines and MP3 music, in addition to ebooks.

In every round of author survey results — from Digital Book World's «What Authors Want» last January, to Dr. Florian Geuppert's report to us last week in Frankfurt on his study of 1,800 European authors using his Hamburg - based Books on Demand platform — entrepreneurial authors tell us that creative freedom and control of their business are top reasons for self - publishing.

The textbook publishing industry is meeting the demand with several new businesses like Kno and Inkling developing to provide cheap digital textbooks.

Many businesses — even some older, traditional printers — now offer digital (electronic) book printing, called «print on demand» which allows as little as a single book to be printed to order.

Such statements reflect the current views of Barnes & Noble with respect to future events, the outcome of which is subject to certain risks, including, among others, the general economic environment and consumer spending patterns, decreased consumer demand for Barnes & Noble's products, low growth or declining sales and net income due to various factors, possible disruptions in Barnes & Noble's computer systems, telephone systems or supply chain, possible risks associated with data privacy, information security and intellectual property, possible work stoppages or increases in labor costs, possible increases in shipping rates or interruptions in shipping service, effects of competition, possible risks that inventory in channels of distribution may be larger than able to be sold, possible risks associated with changes in the strategic direction of the device business, including possible reduction in sales of content, accessories and other merchandise and other adverse financial impacts, possible risk that component parts will be rendered obsolete or otherwise not be able to be effectively utilized in devices to be sold, possible risk that financial and operational forecasts and projections are not achieved, possible risk that returns from consumers or channels of distribution may be greater than estimated, the risk that digital sales growth is less than expectations and the risk that it does not exceed the rate of investment spend, higher - than - anticipated store closing or relocation costs, higher interest rates, the performance of Barnes & Noble's online, digital and other initiatives, the success of Barnes & Noble's strategic investments, unanticipated increases in merchandise, component or occupancy costs, unanticipated adverse litigation results or effects, product and component shortages, the potential adverse impact on the Company's businesses resulting from the Company's prior reviews of strategic alternatives and the potential separation of the Company's businesses, the risk that the transactions with Microsoft and Pearson do not achieve the expected benefits for the parties or impose costs on the Company in excess of what the Company anticipates, including the risk that NOOK Media's applications are not commercially successful or that the expected distribution of those applications is not achieved, risks associated with the international expansion contemplated by the relationship with Microsoft, including that it is not successful or is delayed, the risk that NOOK Media is not able to perform its obligations under the Microsoft and Pearson commercial agreements and the consequences thereof, risks associated with the restatement contained in, the delayed filing of, and the material weakness in internal controls described in Barnes & Noble's Annual Report on Form 10 - K for the fiscal year ended April 27, 2013, risks associated with the SEC investigation disclosed in the quarterly report on Form 10 - Q for the fiscal quarter ended October 26, 2013, risks associated with the ongoing efforts to rationalize the NOOK business and the expected costs and benefits of such efforts and associated risks and other factors which may be outside of Barnes & Noble's control, including those factors discussed in detail in Item 1A, «Risk Factors,» in Barnes & Noble's Annual Report on Form 10 - K for the fiscal year ended April 27, 2013, and in Barnes & Noble's other filings made hereafter from time to time with the SEC.

Of course, Amazon is willing to lose money on Kindle device sales to spur demand for its digital content business — the selling of digital books, movies, games and other content — where it makes real money.

Such statements reflect the current views of Barnes & Noble with respect to future events, the outcome of which is subject to certain risks, including, among others, the effect of the proposed separation of NOOK Media, the general economic environment and consumer spending patterns, decreased consumer demand for Barnes & Noble's products, low growth or declining sales and net income due to various factors, possible disruptions in Barnes & Noble's computer systems, telephone systems or supply chain, possible risks associated with data privacy, information security and intellectual property, possible work stoppages or increases in labor costs, possible increases in shipping rates or interruptions in shipping service, effects of competition, possible risks that inventory in channels of distribution may be larger than able to be sold, possible risks associated with changes in the strategic direction of the device business, including possible reduction in sales of content, accessories and other merchandise and other adverse financial impacts, possible risk that component parts will be rendered obsolete or otherwise not be able to be effectively utilized in devices to be sold, possible risk that financial and operational forecasts and projections are not achieved, possible risk that returns from consumers or channels of distribution may be greater than estimated, the risk that digital sales growth is less than expectations and the risk that it does not exceed the rate of investment spend, higher - than - anticipated store closing or relocation costs, higher interest rates, the performance of Barnes & Noble's online, digital and other initiatives, the success of Barnes & Noble's strategic investments, unanticipated increases in merchandise, component or occupancy costs, unanticipated adverse litigation results or effects, product and component shortages, risks associated with the commercial agreement with Samsung, the potential adverse impact on the Company's businesses resulting from the Company's prior reviews of strategic alternatives and the potential separation of the Company's businesses (including with respect to the timing of the completion thereof), the risk that the transactions with Pearson and Samsung do not achieve the expected benefits for the parties or impose costs on the Company in excess of what the Company anticipates, including the risk that NOOK Media's applications are not commercially successful or that the expected distribution of those applications is not achieved, risks associated with the international expansion previously undertaken, including any risks associated with a reduction of international operations following termination of the Microsoft commercial agreement, the risk that NOOK Media is not able to perform its obligations under the Pearson and Samsung commercial agreements and the consequences thereof, the risks associated with the termination of Microsoft commercial agreement, including potential customer losses, risks associated with the restatement contained in, the delayed filing of, and the material weakness in internal controls described in Barnes & Noble's Annual Report on Form 10 - K for the fiscal year ended April 27, 2013, risks associated with the SEC investigation disclosed in the quarterly report on Form 10 - Q for the fiscal quarter ended October 26, 2013, risks associated with the ongoing efforts to rationalize the NOOK business and the expected costs and benefits of such efforts and associated risks and other factors which may be outside of Barnes & Noble's control, including those factors discussed in detail in Item 1A, «Risk Factors,» in Barnes & Noble's Annual Report on Form 10 - K for the fiscal year ended May 3, 2014, and in Barnes & Noble's other filings made hereafter from time to time with the SEC.

Such statements reflect the current views of Barnes & Noble with respect to future events, the outcome of which is subject to certain risks, including, among others, the general economic environment and consumer spending patterns, decreased consumer demand for Barnes & Noble's products, low growth or declining sales and net income due to various factors, including store closings, higher - than - anticipated or increasing costs, including with respect to store closings, relocation, occupancy (including in connection with lease renewals) and labor costs, the effects of competition, the risk of insufficient access to financing to implement future business initiatives, risks associated with data privacy and information security, risks associated with Barnes & Noble's supply chain, including possible delays and disruptions and increases in shipping rates, various risks associated with the digital business, including the possible loss of customers, declines in digital content sales, risks and costs associated with ongoing efforts to rationalize the digital business and the digital business not being able to perform its obligations under the Samsung commercial agreement and the consequences thereof, the risk that financial and operational forecasts and projections are not achieved, the performance of Barnes & Noble's initiatives including but not limited to its new store concept and e-commerce initiatives, unanticipated adverse litigation results or effects, potential infringement of Barnes & Noble's intellectual property by third parties or by Barnes & Noble of the intellectual property of third parties, and other factors, including those factors discussed in detail in Item 1A, «Risk Factors,» in Barnes & Noble's Annual Report on Form 10 - K for the fiscal year ended April 30, 2016, and in Barnes & Noble's other filings made hereafter from time to time with the SEC.

Self - published authors were already grappling seriously with print - on - demand, e-books and various pricing levels long before large publishing houses even took digital publishing seriously as a necessary part of their future businesses.

SEBASTOPOL, Calif. — October 31, 2011 — Safari ® Books Online (www.safaribooksonline.com), the leading on - demand digital library for technology, digital media and business professionals, today announced that it will expand its offering of titles from independent publisher Berrett - Koehler in its online digital library.

Hybrid models such as print - on - demand will continue to blur the lines between physical and digital, but as ereaders continue to improve, I predict these technologies and business models too will decline, leaving the majority of sales being purely digital, via a consolidated number of channels to market.

Co-founder and CEO Larry Fitzgibbon was previously EVP of Media and Operations and a member of the founding team of Demand Media, co-founder Joe Perez brings over 20 years of experience in technology, media and digital health, and co-founder Steven Kydd has 20 years of experience in video, technology and international business expansion.

Tourism Australia has identified a number of key opportunities from China: a growing upper and middle class; the emergence of the Free Independent Traveller (FIT) segment; growth in demand for Business Events; a strong digital and social media environment creating new media, advocacy and distribution channels; expansion of aviation capacity under the Air Service Agreement; and increased awareness of the China opportunity by governments and industry stakeholders.

Unfazed by Sony's business model of releasing games in retail and digital form on day one, Microsoft has reaffirmed its faith in its Games on Demand release schedule.

«HD remasters of our catalogue hit titles will be one of our key business activities... [digital sales] created new demand for these titles.

Andrew Jamieson, chief executive of industry technology body ORE Catapult, said «agreeing a transformational sector deal» would unlock tremendous opportunities for innovative businesses to meet the growing international demand for new technologies such as floating wind, robotics, digital transformation and artificial intelligence, delivering thousands of highly skilled jobs and massive economic benefits for the UK.