...Caso: MyBestPlay Julio 2014 ¿Qué nos piden? MyBestPlay, red social para jugadores, clubs y representantes deportivos necesita incrementar el número de jugadores que comienzan el proceso de registro, por lo tanto, incrementar la conversión de su formulario de registro. Antecedentes A través de las siguientes fuentes de información hemos revisado la documentación del modelo de negocio original, el financiamiento a través de convenios publicitarios y el lanzamiento de la consultora Metriplica en el 2009. • • • • • www.mybestplay.com http://es.slideshare.net/doctormetrics/metriplica-optimizacin-web-caso-prctico http://www.metriplica.com/es/clientes/my-best-play/70-mas-de-conversion/ http://winred.com/proyectos-internet/entrevista-a-mybestplay-com/gmx-niv51-con17450.htm http://webpc.com.uy/red/mybestplay-la-red-lider-de-contactos-deportivos Métricas La dramática caída del nivel de usuarios al cabo de casi cinco años sumado al incremento sostenido en el porcentaje de rebote ha impactado el nivel de conversión ya bajo de 1.06% promedio del periodo a 0.16% en el último mes. En el mismo periodo de análisis comprobamos la correlación lógica y natural entre la caída del número de usuarios con la caída de las sesiones. Y dentro de este contexto la comparación entre sesiones totales y nuevas confirma que la pérdida de usuarios recurrentes ha sido sistemática y continua llegando a perder en el periodo indicado el 98% de estos usuarios (si fueran ventas...
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...Chief Executive Officer in TESI Company Setting vision, principles and values in one company is the main task for one CEO. Questions such as: Which markets will the company join? What products? Where the company will be in 5 years’ time? How the company gets there? ... Have to be decided by him. The CEO chosen will ensure the development and the implementation of a strategic plan for the Company TESI to maximize shareholder’s profits, he will recommend it to the Board for review and, in the Board’s discretion, approval. He will report to the Board in a timely manner on deviations from the strategic plan or any parameters established by the Board. The CEO’s second duty is building culture of ethical conduct and integrity. Work gets done through people, and people are affected by culture. Culture is built in dozens of ways, and his every action sends cultural messages. He will need to set the ethical tone for the Company TESI and its Management, including activities such as but not limited to: overseeing the administration and implementation of, and compliance with, Company policies and procedures; and taking all reasonable steps to satisfy the Board as to the integrity of the CEO and other senior officers create a culture of integrity throughout the organization. Team-building is the CEO’s third duty. The CEO will develop a strong organization with the right people in the right positions. He will be able to hire/ fire non-performers and he will lead the senior management team....
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...rapid-change environments will help employers to understand my strength. Proven achievements in software engineering, search engines or browsers and relevant business background are also my strong points. Core competencies: Browser specialist, Strategic planning, software management, leadership, SEO expert. Professional Experience: Company Name Designation Microsoft Director, Software Development Department Apple General Manager, Safari* Opera mini Chief Executive Officer (CEO)* Duration 2001-2003 2004-2009 2010-present *Award Publications: Research paper: 1. Preliminary guidelines for empirical research in software engineering; IEEE; ISSN0098-5589, Aug 2002. 2. Future paths for integer programming and links to artificial intelligence; Elsevier; ISSN0087-7656, Dec 2005.* Books: 3. Multimedia browser for internet; ISBN-2980-0989; Jun 2009 4. Internet Economy; ISBN-2345-7865, March 2013* Awards and Achievement: 1. Successful General Manager of The Year, 2008 from Apple Inc for outstanding growth of ‘Safari’. 2. Best CEO of Opera Mini, 2014 for excellent development of its different units. 3. New York Times bestseller Award for the ‘Internet Economy’. Education: 1. BS, Computer Science and Information Systems, California State University, 1992. 2. MS, Industrial management, Colorado State University, ASHRAE full bright Engineering Scholarship, 1994. 3. MBA, Business Development and Management, Pennsylvania State University, 1996. 4. Professional Course on Computer Language, Washington...
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...Succession of a CEO: How Will ITT Educational Services Incorporated Succeed With Changing Their CEO? April Peck Daniel Webster College October 27, 2014 Executive Summary ITT Education Services, Inc. has been under a vast amount of scrutiny in the past year, not only from the media, but the government as well. How does a company like ITT Educational Services, Inc. overcome this scrutiny? With enacting a new CEO, what will that new CEO need to do in order to change the corporate culture and their strategy? Research that was conducted will show that there are other companies who have found themselves in a similar situation as ITT Educational Inc., as well as what they have begun to do in order to be successful in getting through these issues, while increasing how potential customers felt about the company. Along with this information, research was conducted to show what steps ITT Educational Inc. has already done in order to change their processes to become a more student focused company. In conclusion you will see that the research shows that while ITT Educational Inc. is in dire straits those steps that they have taken will assist with getting the company out of the hole they find themselves in now. Also, it will show that a new CEO can come into this company and with the right structure and strategy can take this company from where they are now to a company that has the ability to feel the same success they felt in early 2000, a while following the government policies...
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...The Girl Scouts of Central Texas was pleased to welcome the National CEO of Girl Scouts, Anna Maria Chavez on October 2nd, 2015. A veteran of Girl Scouts since the age of ten, Mrs. Chavez knows it all begins with a friendly smile and a drive to excel. Her visit to the Bryan Scout house, a lovely stone building built in the 1930s, couldn’t have had better Texas fall weather. There was a cool breeze and the sun shone softly as she gave exclusive interviews to This was also a wonderful opportunity for some local Girl Scouts to share about their own active pursuit of learning and community enrichment. The CEO was cheerful and dignified as ever as she shook hands with the bright eyed scouts. She was particularly excited to meet with a Girl Scout who is the first of her family to graduate high school and enter into higher education. Anna Maria’s visit to Texas included Honoring Cari Baker Wells. Cari is a law firm executive whose community service includes raising over a million dollars for San Antonio public schools. She also served as president of the 12th Man Foundation and led projects such as the design and completion of Kyle Field’s successful Zone Club. Wells of class 1984 received the highest honor bestowed upon a former student: Distinguished Alumni of Texas A&M University. Each of these women are striking figures who inspire and encourage. Their message is simple: Believe you can! They exemplify what is possible...
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...68 CEO Responsibilities This is a great list for both taking on a new CEO position and getting up to speed, as well as to develop a proactive development and learning program for any CEO or senior executive wishing to improve their executive management skills. It lays out well all the thing you need to juggle when you have both the privilege and responsibilities of the top spot in any organization. General Operations 1. Establish primary goals of the Board -- maintenance of status quo, evaluation and recommendations or take charge through implementation of new game plan. 2. Meet all first-reports, introduce game plan and initiate implementation of action items on this list. 3. Have all first-reports complete the Agenda for the Future. 4. Discuss the dozen biggest problems and opportunities from perspective of all first-reports. 5. If survival mode is required, cut costs immediately where necessary and prudent and in accordance with the Board's short and intermediate term goals. 6. Identify and implement top six action items that could measurably increase short term revenues. 7. In addition to this action list, formulate short-term game plan for company, get board approval and communicate plan to key personnel, suppliers, lenders, etc. 8. Prioritize top ten action items for the whole company and begin implementation. 9. Identify top goals for the company for the current month, quarter and year. Financial Issues 10. Within the first week, get current detailed...
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...Pradeep Kashyap Founder & CEO, MART He is known as the Father of Rural India (title bestowed on him by Late Prof C K Prahalad in his book Fortune at the Bottom of the Pyramid). He is a Global thought leader. He is a sought after speaker and has given over 500 talks across the globe at CEO forums, Global Investor meets, conferences and industry events. Public Life and Social Entrepreneurship After working for 17 years with MNCs he voluntarily opted out of the corporate world to serve the poor. In 1993 he started MART as a ‘Business Mind Social Heart’ organization based on ethical and spiritual principles. MART has given marketing advice to many social enterprises in India, Nepal and Bangladesh. He has been Marketing Advisor to Ministry of Rural Development, GoI; Chairman, Khadi Commission national marketing committee and has served on Prime Minister Office and Chief Minister Committees on rural development. He is a World Bank and United Nations consultant; and member of national advisory committees of RBI, NABARD and SIDBI. Creation of jobs/self-employment His efforts have created sustainable livelihoods for nearly 200,000 rural poor • As marketing advisor to the government in 1989 he started Gramshree melas for sale of rural products in urban areas. 300 melas have been held in 75 cities creating sustainable livelihoods for 100,000 rural producers. • He co-created the world famous Project Shakti (case study at Harvard) with Hindustan Unilever to appoint 46...
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...CEO Compensation: A Display of Obscenity For years, the great debate over whether or not CEOs are overpaid has raged on. Some studies show that the average CEO in the US was paid $10 million to $15 million 2005[1]. Proponents argue that this level of compensation (compensation is the total amount of remuneration received by an employee, including salary, stock options, etc.) is necessary to obtain and retain the world’s greatest leaders, whole opponents argue the exorbitant amounts aren’t justified. However, in a world where economies are hurting, it’s hard to justify why CEO compensation is rising, and fast. While CEOs are hard-working, intelligent leaders who’ve worked up to their position, the rising levels of CEO compensation are unreasonable and almost unethical given the current state of the world economy. To put it simply, CEOs are accountable for the performance of their company, but in the end they are still managers. It is important that as a society, CEO compensation is better controlled and more reasonably determined. The high CEO compensation that exists today outlines the disparity of income between CEOs and their workers. CEOs pulling in millions while their workers struggle to get by is increasingly becoming an issue. A CEO working for a Fortune 50 company makes 213 times the average worker[2]. For instance, the CEO of Walmart pulls in $16,270,000 while the median worker makes just $22,700[3]. One of the worst CEO-to-worker pay ratios is found at UnitedHealth...
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...CEO & Enterprise Internal Pay Equity Multiplier & Optimal Management Structure Analysis Compensation Standards.com October 2007 Steve Hennigan, CPA Board Chair CPS Energy Mark Van Clieaf MVC Associates International Consultants In Organization Design, Leadership & Shareholder Value www.mvcinternational.com Mark@mvcinternational.com Tampa • Houston • Toronto • London Copyright © 2007, MVC Associates International M3202.1 1 Original Internal Pay Equity Research Felt Fair Pay - “FFP” = 2 X • 13 research studies over 15 years with 1000+ managers from CEO to front line in USA, Canada, UK (see MVC Associates International published articles) • Differential Work justifies Differential Pay & data shows a consistent Felt Fair Pay multiplier / differential • Each TRUE differential Level of Work (see Appendix) was identified as worth 2X more in Total Direct Compensation than the level directly below it • MVC Associates has effectively applied 2X to 2.5X differential to its 5 Levels of CEO Work analysis for clients worldwide Copyright © 2004, MVC Associates International – slide 1 M3202.2 2 Jeff Immelt, CEO of GE Validates 2X to 3X CEO Pay Differential as Felt Fair Pay - FFP • Winter Issue of Compensation Standards: “CEO role should be paid within a small range of the top 20+ executive team members” • Immelt points out that his pay is within 2 to 3 times his top executive team members Copyright © 2007, MVC Associates International – slide 2 M3202.3 3 ...
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...The Debate over CEO Compensation Analyzing Managerial Decisions: The Debate over CEO Compensation 1. Do you think the fact that most American CEOs are paid so much more than rank-and-file employees suggests CEOs are overpaid? Explain. I do not believe that just because American CEOs are paid much more than rank-and-file employees suggest that they are overpaid. Many CEOs whose salaries and compensation packages are discussed in the news are the CEOs from the largest American corporations and likely do not represent the average American CEO. Also, many times when CEO payouts are discussed in the news it is not a one year payout but instead a multi-year payout. Plus, many companies need to pay high salaries and incentives to attract successful CEOs from other companies. This alone drives the overall salary and compensation packages for CEOs but does not necessary point to them being overpaid. 2. Japanese CEOs generally receive much lower levels of compensation than CEOs in the United States. Does this imply that U.S. CEOs are overpaid? I do not believe that just because Japanese CEOs receive much lower salaries than United States CEOs implies that they are overpaid. I worked for Honda and one item that I learned in the past years is that there are large differences between the American and Japanese cultures. The Japanese very much frown upon employees that leave their companies. Japanese employees barely ever transfer companies unlike American...
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...Shareholders Watchdog, Inc. 777 Wall Street New York, NY 10005 December 7, 2011 RE: Is CEO Compensation Fair? Dear employee, Accompanying this letter is our completed report that discusses the issue of the fairness of current CEO compensation. Although there are two sides of this argument, recent legislation and regulations for reform tend to support those who believe it is unfair. We have evaluated the current standards of CEO compensation and examined why both sides think they should prevail. There are some advantages that strongly support CEO’s huge salaries, including the following: * Provides incentives and motivates the CEO to obtain or surpass corporate objectives * Retains key-value leaders for the long-term, resulting in consistent corporate success * Creates a strong CEO confidence for him/her to reinvest in the corporation (bonds) Our overall research indicates that CEO compensation does not reflect actual performance in most cases. Many CEO’s are grossly over compensated (including stock options, bonuses, hedge funds, and other benefits). The “Golden Parachute” guarantee adds insult to injury. Based on our research, conducted from the UNLV Library periodicals database and online sources, we recommend the following: * Require corporations to adhere to sections 951, 953, 955 and 956 of the Dodd-Frank Bill * Maintain a collective (“Esprit de corps”) work force environment for all employees * Consult third party professional...
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...MAN 5266 – 1 Management of Professionals Week 05 Case 8.1: The (Mis) Behavior of Successful CEOs Leads to Their Departures Wilfredo C. Ilagan Everest University Online Abstract This paper is an analysis of a real world case as it relates to the learning about managing misbehavior. The Case 8.1, “The (Mis) Behavior of Successful CEOs Leads to Their Departures,” requires answers to the following questions: • “To what degree do you believe the behaviors of the featured CEOs constituted "misbehavior" and that reactions of the boards were correct?” (Ivancevich, J.M., Konopaske, R., & Matteson, M.T., 2014). • “If you were on a board of directors, what factors would you consider in the selection of a CEO to limit the potential of this type of misbehavior?” (Ivancevich, et al, 2014). • All three of the CEOs in the case were given large severance packages. What message does this send to future CEOs of these companies? If you were on the board of directors, would you endorse such severance packages? What is the cost of not granting a competitive severance package? (Ivancevich, et al, 2014). The (Mis) Behavior of Successful CEOs To what degree do you believe the behaviors of the featured CEOs constituted "misbehavior" and that reactions of the boards were correct? Harry Stonecipher The reaction of the Boeing’s board of directors against his “misbehavior” is a sign of a senior management that has no tolerance for any...
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...Market Leader Issue 27, Winter 2004 www.warc.com What Do CEOs Want From Marketing? Anthony Freeling McKinsey Fiona Stewart Antennae Fran Cassidy The Cassidy Media Partnership Top of the CEO agenda is the need to deliver consistent top-line growth within an existing business portfolio, rather than from a continued reliance on acquisition. This objective was identified from our research into the opinions of CEOs and CMOs and highlights the importance of good marketing in running a successful company. We identified five consistent themes and these were: strong brands as a significant asset; more effective use of consumer data; the role of innovation, the need for better implementation and continued focus on business efficiency. Each area has significant implications for the role of the marketing function. Brands as a company asset In an increasingly clamorous society with a proliferation in the sheer volume of offerings, strong brands are significant assets in enabling companies to compete effectively. The challenges are building and maintaining brand equity by keeping brands refreshed and relevant and restoring trust in brands, particularly in sectors under attack from regulatory or consumer groups. Fmcg businesses typically have a strong brand focus across the organisation, but there is no room for complacency. Here, the main challenge is optimising resource allocation. As a result, a number of CEOs and CMOs talked about further rationalisation of the brand portfolio so that...
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...Are Over the past 15 to 20 years more and more CEOs have been scrutinized and the typical CEO's pay is largely driven by market factors. CEOs pay is strongly related to stock performance. Because of more bureaucracy, the CEO's job has become increasingly more difficult over the past decade. In fact some would even argue that they are not paid enough and should be paid more. CEOs are being scrutinized more than ever. Some have taken on a celebrity persona such as Steve Jobs, Bill Gates, and Jack Welch. The fact of the matter is their pay is driven by market forces. You don't really hear of athletes being scrutinized like CEOs. However, since the collapse of companies such as Enron, WorldCom, and Tyco, their exposure has put them in the forefront of our society. CEOs are not unique. Other industries with similar backgrounds have earned just as well in the last decade. This includes top lawyers, athletes and top financial executives. Kaplan contends that it would be difficult to understand how pay increase could be driven by non-market forces when pay to athletes, lawyers and other groups have increased just as much. Their pay is strongly related to stock performance. Kaplan's recent analysis of CEO pays in a given year found that CEOs in the top 20% of actual pay generate stock returns 60% greater. This is greater than other firms in their industries over the past three years. In addition, CEOs from firms in the bottom 20% of actual pay underperformed...
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...Jesus CEO Introduction There are many different characteristics that are talked about in the book “Jesus, CEO”. The three leadership techniques that are discussed are: strength of self-mastery, strength of self-action, and strength of relationships. There are a variety of different characteristics from each leadership technique that stood out to me about being an effective leader in the 21st century. Strength of self-mastery Strength of self-mastery focuses on internal motivators that allow us to influence others. Self-mastery is a test of our character. There are 5 characteristics which stood out to me about Jesus that would contribute to an effective leader in the 21st century. 1. He believed in himself. Jesus was one of the most confident people that ever lived. He never lacked confidence in himself or his abilities. Jesus’ belief in himself was an aspect of self-mastery. This instilled confidence in followers but also allowed him to relate to others. Believing in yourself in the 21st century is an important characteristic to have because if you don’t believe in yourself then nobody will believe in you. Effective leaders believe in themselves and are good at getting other people to believe in them. 2. He did the difficult things. Jesus did not worry about public opinions or the feelings of others, but he made decisions based on what was necessary. Professionals stay focused on their mission and do the difficult things. Whether it’s doing...
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