Posts Tagged "project report online"

How leaders are recognizing this opportunity to open an entirely new trajectory in business.

4 min read

Opinions expressed by Entrepreneur contributors are their own.

Starting March 11, 2020, when the was declared by the (WHO) as a global pandemic, we quickly experienced a flurry of events thereafter, witnessing drastic changes not only take place on a worldwide scale but also in our own personal lives at home and in business as we had to adapt quickly to the “new normal”.

As we conformed to the new rules and retreated to the safety of our homes, it gave entrepreneurs a chance to sit with their own stark reality of what they’d created up until that point – what was working, what wasn’t working, what our strengths are. Suddenly unable to escape the truth with nowhere to run, for some, this was a confronting yet powerful opportunity in opening up an entirely new trajectory in business and impact, in a much more future-focused way.

1. Greater levels of clarity and purpose

There are people who choose to react to situations around them, and those who seek to observe and understand. Those who chose to observe and understand in recent circumstances have found that they have unlocked greater levels of clarity, wisdom, and purpose. It is not uncommon to see business owners this year going through a complete rebrand and restructure as their belief and value systems go through a complete upgrade to realign with the new world.

Related: Soledad O’Brien on How to Get the Most Out of Your Team

It is also becoming increasingly clear as to what is no longer functioning in the world in ways that are beneficial to humanity. It has become clear which industries need to be reshaped and rewritten in a way that is going to serve humanity in this next shift. It has become clear how we can individually do our part in making the world and internet a more humane place with what we know. Our unique gifts have stood out more than ever, with many finding and tapping into their zone of genius. This happens when we remove ourselves from all the external noise that had us dazed and confused for so long.

2. Being future-focused with technological advancements in mind

It’s now important for us to pay attention to how we can fit within the advancements of so we can thrive instead of simply survive. 

There are certain things in the world we can resist and fight with all of our will, but technology is not one of them, especially considering how much we have fueled and used these advancements over the past decade. As long as we have a deep of who we are on an inner-being level, we can integrate technology with business and our personal lives in a way that doesn’t jeopardize our mental and emotional well-being.

Related: Test, build, accelerate and scale: Meet the 4 cycles of Jeff Bezos

According to the , we are now in our fourth industrial revolution. Technologies such as , electric cars, and the scope of the internet is merging with the physical bodies and lives of humanity. We have seen this take place over the last decade, with fingerprint sensors, face recognition, and voice-activated assistants, all of which is data used to bring about the next phase of advancements and upgrades.

3. Business owners are adopting fresh new tactics

Many business owners are now deciding to build their own platforms to hold their communities and for educational purposes. With text-messaging platforms on the rise, we’re now seeing a rise in and closer one-to-one connections and customer relationships rather than a one-to-many connection like we’ve seen with over the past decade and a half. 

With many people in recent times taking extended breaks from social platforms, we can expect to see new advancements in ways that will support the needs of both the consumers changing needs, as well as entrepreneurs. 

Related: 5 Management Keys for Effective Virtual Leadership

Given that the most important part in creating success in business is tapping further and further into your zone of genius, this period has been a huge chance for many entrepreneurs to awaken to their gifts and talents, in ways they had never been aware of before. What we are now witnessing is all of the pieces of the puzzle come into play, with different entrepreneurs doing their individual part in creating a more stable, healthier and robust world, in ways that are all different to each other, but together cohesively as part of the bigger picture.

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During Prime Day, customers can visit the store dedicated to entrepreneurs in promoting SMEs, Amazon Handmade and local designers.

5 min read

This article was translated from our Spanish edition using AI technologies. Errors may exist due to this process.

Amazon Prime Day is here with two days of savings and exclusive offers for everyone. This year, due to COVID-19 , the summer event started at 12 a.m. on October 13 and will continue until the last minute of October 14 in 19 countries around the world, including Mexico.

What does this mean? Prime members will have exclusive access to more than one million deals on products they need, want or want, including select items from all categories from electronics, fashion, Amazon devices, toys, and more at

Amazon indicated in a press release that during Prime Day to make it easier to support local Mexican consumption, customers can visit the store dedicated to entrepreneurs in promoting SMEs , Amazon Handmade and local designers in Mexican Brands . This is due to the fact that more than half of the products sold in the Amazon store worldwide are from third parties, mostly small and medium-sized entrepreneurs, and on Prime Day 2019 these sellers exceeded $ 2 billion in sales. .

These are ALL the offers that Amazon announces on its Prime Day 2020:

Electronics, computers and video games

  • Promotions of up to 20% discount on cell phones of the brands: iPhone and Samsung renewed, Google Pixel, LG, Xiaomi.
  • Brands such as JBL, Bose, Panasonic and RedLemon with discounts from 10%, 30% and up to 40%.
  • Computing and vlogging accessories with up to 30% discount.
  • Discounts on video games for Nintendo Switch such as Minecraft, Splatoon 2, Mario Bros, Animal Crossing, Ring Fit and more.
  • Promotions on Nintendo Switch and Nintendo Switch Lite consoles.
  • Gaming Accessories with up to 30% discount.
  • Consoles with preloaded video games with up to 40% discount.
  • Up to 20% discount on PlayStatuion VR.
  • Up to 40% discount on accessories, monitors and memories Make, Seagate and Viewsonic.


  • Up to 40% discount on razors, epilators, straighteners, and more.
  • Promotions on brushes, makeup accessories in brands such as Professional PRO.
  • Discounts on brands like LBEL, Cetaphil, Bioderma, Clinique, Eucerin
  • Promotions in fragrances from Adidas, Antonio Banderas, Armani, Calvin Klein, Benetton, among others.
  • Personal hygiene items with 30% discount.
  • Lumea epilator with 43% discount.
  • Take advantage of the 3×2 in beauty products.

Amazon devices

  • Enjoy Kindle with 29% discount; 8GB Kindle Paperwhite with 28% and 27% in its 32GB version or take advantage to get a Kindle Oasis with 27% discount.
  • Eero devices, pack of one or three, with 30% discount.
  • Echo devices with Alexa will have discounts of 53% on Echo Dot (3rd generation), 33% on Echo Flex, 22% on Echo Studio, 40% on Echo Show 5, and 33% on Echo Show 8.

Amazon Fashion

  • Up to 50% on tennis from different brands such as Skechers, Puma, Nike, Adidas, Under Armor, Charly.
  • Up to 30% on clothing for children and babies.
  • Up to 50% on Smartwatches.
  • Up to 40% discount on Jeans Levis, T. Hilfiger, Calvin Klein, Champion, and others.
  • Up to 40% on Nine West and Westies bags and shoes.
  • Up to 50% on Casio watches.
  • Up to 40% on men’s and women’s lenses, Ray-Ban, Oakley, Hawkers, Polaroid.
  • From 30% discount on TOUS jewelry and other brands.

Home and kitchen

  • Savings at Philips Hue of up to 30%.
  • Up to 30% discount on vacuum cleaners, air purifiers, vaporizers, among others.
  • From 30% discount on mattresses, pillows and bedding.
  • Desks, side tables, cabinets with 10% discount.
  • Memory foam mattresses and sheets with 20% discount.
  • Smart locks for your home with 30% discount.
  • Kitchen items with 30% discount.
  • Luxury Decorative Items for your home with 30% discount.
  • Air fryers with up to 30% discount.

Games and toys

  • Promotions on Bandai, Beast Kingdom, Batman, Barbie, and Harry Potter merchandise.
  • Save up to 20% on 1000 piece puzzles.
  • For the children in you, enjoy the ball pools with a 20% discount.
  • Up to 40% off Fisher Price, Hot Wheels.
  • Save up to 50% on Mattel toys and games.
  • Melissa & Doug Toy Promotions.

Additionally, Prime members can enjoy offers at:

  • Amazon Handmade. Up to 30% discount on handmade accessories, and discounts from 10% off on selected artisan products.
  • Books. Fans of #AmoLeer readings will be able to take advantage of discounts of up to 30% on children’s books, fiction, cooking, lifestyle and well-being, among others. Plus, on select copies like Suzzane Collins’s The Ballad of the Serpents and Birds , The Legend of Zelda , Ready Player One , and more.
  • Amazon Music Unlimited. Amazon Muisc Unlimited will cost $ 9 pesos for 4 months of music without advertising or commercials.
  • Products from the global store. Prime members can also take advantage of discounts available on imported products with free unlimited shipping. Also, paying in pesos and months without interest on eligible orders.


Additionally, Prime members can make purchases anytime, anywhere with the Amazon app, ensuring they don’t miss out on any Prime Day deals. Anyone can start shopping on Prime Day by joining Prime, or by starting a free 30-day trial at

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7 min read

This article was translated from our Spanish edition using AI technologies. Errors may exist due to this process.

Opinions expressed by Entrepreneur contributors are their own.

  • Challenge with challenging objectives that propel the team to the next level.
  • Apply constant feedback.
  • Take problems in time.
  • Personal and professional congruence is put to the test in this new age.
  • Self-motivation generated from self-knowledge.

Beyond the 2020 coronavirus pandemic, remote people leadership poses a challenge for organizations. In addition to managing affairs, those responsible for areas in companies and organizations of different types need to adopt new ways of leading their teams to inspire, motivate and boost the potential of each collaborator.

Remote work is here to stay: it is known that a large majority will adopt it in a total or hybrid way, mixing days in the office with the home-office. More flexible modalities will also be installed according to each business, and it is expected that there will be smaller, ultra-specialized teams that will work as agile cells in coordination with each other.

Hence, the success of remote leadership is so different from that of having the team face to face, because, among other aspects, it requires:

  • Trust more in each person.

  • Learn to delegate effectively.

  • Generate sense of responsibility in workers.

  • Motivate them to be intra-entrepreneurs within the sector to which they belong.

  • Define processes that lead to the desired results, in virtual format.

  • Create spaces of closeness and long-distance links that help overcome the absence of socialization, essential for all people.

  • Have clear indicators to measure management.

  • Communicate, communicate and communicate: strengthen all available channels, permanently. The leader who does not know how to do it effectively will inevitably fail.

5 keys that make a difference


In the virtual leadership of people there are some drivers that make a difference in the final result. The good pilot of this time knows them, takes them forward, tests, rehearses new formulas, and finally, generates impact through their influence by touching the minds and hearts of people.

These are the five keys to virtual leadership of excellence:

First: Challenge with challenging objectives that propel the team to the next level. Many organizations come from stages of obsolescence regarding leadership and internal processes. The new virtual environment, with technology as a transversal and irreplaceable tool, invites us to create strategies that not only allow the team to sustain itself, but also to move and each one to grow. The leader knows how to see that hidden potential and helps to expand it.

Second: Apply constant feedback. I have expressed above the value of communicating; Today it is more essential than ever, since what we previously interpreted through body language and the paraverbal, and even in the web of codes and behaviors of the unspoken, needs to be replaced by a proactive, open and direct attitude. One way to do this is to encourage back-and-forth feedback channels: feedback is given, and received, so new leaders need to be open to what their own team has to say. Another valuable tool is to acquire the soft skills necessary to create future environments through feedforward, no matter how confusing things are in the present. It is this vision of the future that will generate the illusion, motivation and passion to move forward, beyond difficulties.

Third: Take problems early. We are going from a time of managing random crises to a stage of permanent crises with different impacts. This changes the paradigm, because before, companies prepared for more or less predictable contingencies; instead, they will now become recurring.

For this, the new leadership needs people who are conscientious when it comes to detecting the thermometer of each person, issue and result that they seek to obtain. At a distance, it is more difficult to realize the emotionality and process that each worker goes through, even more so in VICA environments (VUCA in English; volatile, uncertain, complex and ambiguous).

The assertive leader knows how to cover that gap to gather, encourage, exchange in a group and also individually as many times as necessary. In short, everything that you may have avoided in person, you now have to assume: it is about being in the presence, fully present with other people. Consequently, those responsible for people who only dedicate themselves to managing and micro-management will be buried under the amount of soft-plane issues that arise in teleworking: emotions, personal situations, communication problems within the team, breakdown of the traditional culture, destruction of codes that were in place, lack of loyalty, interpretations and judgments that lead to wrong decisions, and the list goes on.

That is why it is essential that you know how to detect problems in time, to redirect them, guide, encourage the search for solutions and generate collaborative learning environments, so that the lessons learned from each issue can be extracted.

Fourth: Personal and professional congruence is put to the test in this new time. The current leader needs to endorse with facts what he thinks, feels and says, because the teams are observing much more carefully than before, this coherence in his attitude. Exceptional people who require this time need to balance their personal and professional lives, and be impeccable and upright.

Fifth: Self-motivation generated from self-knowledge. The way to generate positive impact and influence on teams is based on a deep self-development of soft skills and competencies that enrich technical knowledge. Intrinsic anabolics are critical to being a dynamo that not only supplies itself with the energy needed to ride the waves of transformation, but can expand it to others.

Some aspects that were previously considered superfluous, such as transcendent conversations with the team, shared leisure time, pride in belonging and making ideals, dreams and purposes come true, rewarding the merits of people and aligning personal objectives with those Professional ideals come to life in the motivation of the new time.

Another way to develop it is to create psychologically safe environments, with confidence, appreciation, inclusion, acceptance and impulse for individual potential, and then, raise awareness to put it at the service of the team where everyone learns and receives feedback. This sense of transcendence is what creates the figure of a “leader, coach and mentor”, a deep person, who permanently adds value, who is someone who is trustworthy and esteemed by their teams.

Thus, from this construction of the new virtual leadership with five decisive steps, a new way of driving is born, kinder, respectful, inclusive and reliable, without losing sight of the results.

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7 min read

Opinions expressed by Entrepreneur contributors are their own.

The trouble with is that it’s too often “last on, first off.” Not due to any fault of HR people, per se. But the vast majority of founders (especially first-timers) are not HR people.

Not only do founders usually come from a sales, marketing, finance or operations background, but they’ve also likely bought into the outdated narrative that HR is some sort of “necessary evil,” a cost center and talent backwater that only drags the company down into compliance and procedure, stifling the “move fast and break things” credo.

Fast growth often covers up many problems for months, even years, until things fester beyond the point of no return. HR is not the least of these. In fact, in my experience, it’s the most common such problem.

As long as a company is growing quickly up to 150-200 people, the founders can often “get away” with just a recruiter and HR coordinator or even director, as long as there’s a recent funding round or other PR working hard to bring in a pipeline of talent.

Then, at some inflection point, growth is no longer enough to mask the chaos of poor compliance, bad and expensive benefits, long hours and below-market compensation. People start to leave, disenchanted by the gap between words and deeds, the stated mission and vision and the dysfunction inherent to founders involved in far too many small details. Morale drops and talent pipelines dry up.

Suddenly, there’s a need for some “adult” (strategic) HR in the room to clean house, plug the gaping holes of compliance and procedure, uneven pay and less-than-ideal (usually non-existent) D&I processes, as well as developing better benefits, hiring, learning and development, improved communication and productivity.

It’s no easy task, and expectations are sky-high. There’s never enough of a budget allocated (remember that “cost center” fallacy), the projected timeline is always too long and buy-in is spotty, at best. Inevitably, the VP of HR or CHRO brought in to fix a heaving mess, gets zero onboarding (because that’s one of the sore points he or she must fix to retain new hires) and is expected to perform miracles in next to no time.

When the founders decide to “pull the trigger” on hiring a head of HR, it’s almost always because they’re under great pressure from their lean, swamped and overly tactical HR , board, co-founders and team leads. And with pressure often comes forced and suboptimal decision making.  

What is the usual profile of the hire? He or she is generally coming from a larger company as a #2 or #3 under the CHRO, a few years off from doing tactical HR such as filing compliance papers and implementing systems

It’s no surprise, then, that so many initial strategic HR hires don’t work out well. So how can fast-growth companies fix their HR conundrum and avoid all sorts of serious HR issues by building up their HR team in a timely manner, yet not be gun-shy about hiring a strategic head of HR?

The truth is, there’s no simple and elegant way to “split the baby.” That said, there is a provisional solution that helps to build an effective bridge between tactical mastery of HR and a sound strategy to underwrite further growth and scaling.

This approach is to hire an experienced consultant as Interim head of HR, someone who can both do the heavy lifting of making the proverbial trains run on time (benefits, payroll and other system implementation, plus talent acquisition, performance management and ) and also do the strategic work of improving communication flow, coaching employees, and creating playbooks, policies and procedures, as well as delivering training for personal and professional development.

Such a consultant can not only “clean house,” but also train and empower the existing HR team to level up to a more strategic level, ultimately elevating generalists to a director level and enabling them to work on more strategic projects.

How can a founder find such a unicorn talent, you might ask?

We are living in the Golden Age of Consultants and Freelancers, with thousands more joining the ranks seemingly every day. Not least among these hordes of free agents are former heads of HR from large and medium-sized companies who went solo. There’s no shortage of available talent.

Related: Where to Find Genuine Experts When You Need Consultants For Your Business

And how can a founder make sure that the consultant succeeds? After all, 4 out of every 5 “digital transformations” fail miserably.

1) Find an experienced (and authentic) communicator and coach who will go out of his or her way to go deep with each employee to discover their story, current challenges, career pathway and pain points at work.

80% of all issues in fast-growth (and all other) companies have to do with poor and infrequent communication that’s tone-deaf and anything but caring.

Related: Why Office Communication is Highly Valued and Often Ignored

2) Together with your consultant, before you even hire them for a prolonged engagement, create a detailed plan and timeline for your . Look carefully at how you currently do (and how you want to run in the future) internal communication, project management, performance reviews and feedback, employee engagement initiatives (learning and development, rewards and recognition, total compensation including salary bands and benefits and perks),  company wiki and team playbooks, among other things that need standardization and automation, creating clear delegation and decision workflows and business continuity.

3) Empower your HR consultant and team to lead your digital transformation, not your IT. Nothing against the IT guy or gal, but that’s not where the bigger vision comes from.

4) In concert with your consultant, over-communicate your vision, mission and values at every opportunity. Do a weekly Zoom with the whole team and tell them about all the cool things your various departments are doing. Create a culture of peer and manager recognition. Focus your efforts on creating, maintaining and smoothing relationships among your team members.

Related: 5 Simple Steps to Digitally Transform Your Business

5) Work with your HR consultant to Identify and develop the people who are “nodes” in your organization. These are usually the hardest-working, most passionate and committed people who really make your culture. They’ve usually been around a while and have built up important parts of your company. Keep them around, give them more autonomy to make decisions. Empower them to hire more people to their team, and to suggest and implement better tools and decision workflows.

The right human resources head can transform your business 

When you take this approach, you will not only save a lot of money and time by de-risking, but you will also help ensure the success of either a homegrown head of HR who grew from director-level from within the company or otherwise create a ramp for a higher-level head of HR coming from a larger company to focus on strategic projects from the start.

If you ignore this approach and take the plunge with an expensive hire, you’ll likely regret it after wasting months and tens of thousands of dollars on a doomed scenario.

Choose wisely and here’s to your continued growth!

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6 min read

Opinions expressed by Entrepreneur contributors are their own.

Here’s the simple truth: the “new normal” is not new anymore. It’s just normal. According to a recent report from the Stanford Institute for Economic Policy Research, the U.S. is now truly a -from-home economy, with more than 60 percent of U.S. economic activity now coming from people clocking in from a home residence.  

And although the best managers and corporate leaders have been able to keep the wheels on the bus and maintain productivity levels during the craziness of current times, sustaining a company’s workplace culture health has not always been as successful. Honestly, it can be easier in some cases to harm your company’s culture inadvertently than to promote it when you’re dealing with a workforce where so many are juggling kids, pets and myriad other household distractions with their jobs. 

If you are a remote manager, what are the fastest ways to kill workforce morale and damage your company’s culture?  In the spirit of learning from others’ mistakes, here are a few of the most common pitfalls to avoid. 

1. Letting everyone turn the webcam off during meetings

When it comes to meetings, ever notice that over time, more and more of your colleagues start to turn the video off? Set a good example by leaving yours on — always if possible. And encourage the rest of your team to follow suit with few exceptions. 

Sure, it can be extremely tempting to shut off the video when heading into the first (or last) Zoom meeting of the day. After all, you reason, no one really needs to see your ratty ponytail or messy living room, do they? And plus, why not get a little bit of email done while coworkers are droning on? Resist the urge. Face time — albeit through video — is more critical than ever these days. 

Related: The Future of Leadership is Empathy—And Companies are Better for It

2. Being too hands-off in terms of check-ins with individuals and your teams  

Remember the days of stopping by a colleague’s office to say hello and casually check the progress on a project? Or the friendly banter in the hallway or lunch room when you learned that an employee was dealing with a stressful family situation at home or even a client matter that might be impacting their work? Yeah, those days are over, and the 30 seconds of chit-chat at the start of a Zoom meeting will not suffice. 

That’s why it’s even more critical for remote managers to establish a regular routine that includes daily check-ins with team members. An early morning email and end-of-day wrap-up might seem like overkill, but it will go a long way toward reducing isolation and promoting open communication. 

The communication should be two-way of course. Be sure to remind team members to share updates on their work and prompt them to ask for help on any roadblocks they might be experiencing; set up one-on-one phone calls to go deeper with specific individuals. Not everyone communicates best on email or wants the formality of a video chat. It’s your responsibility to find the best channel and make it happen. 

Related: What the Work-From-Home Boom Means for Your Future

3. Losing your patience over “at-home conditions” and challenges and not embracing flexibility for the long term 

Back in March when schools and offices first closed, most managers and company leaders displayed high levels of compassion and empathy for their work-from-home employees who were — like them — suddenly dealing with the multiple stressors of the world and household responsibilities. However, in some cases, patience has started to wear thin. Don’t let it. 

We may have all gotten more accustomed to juggling home schooling, childcare, meal preparation, lack of personal workspace and endless hours of daily screen time than we might have ever imagined. But that doesn’t mean it’s necessarily getting any easier. And if anything, as we set in for the long haul, it’s time to adjust your expectations that this is just a temporary situation. 

Embracing flexibility is the alternative. Some employers are already embracing agile working: “A way of working in which an organization empowers its people to work where, when and how they choose – with maximum flexibility and minimum constraints – to optimize their performance and to do their best work.” This might be the best route to go, allowing for regularly scheduled check-in and meetings as needed, to truly support your company’s culture for the long term. 

Related: How to Leverage Emotional Intelligence to Improve Your Empathy

4. Failing to create additional opportunities for collaboration among team members and coworkers 

There are some obvious advantages of the new work-from-home lifestyle, especially for those who prefer to simply put their heads down and get to work without the distraction of conference room meetings and coworker birthday celebrations. However, the “working as an island” concept can cost your company the benefits of everyone maintaining focus on the shared purpose of projects and the big picture of your organization as a whole.

That’s why it’s up to remote managers to proactively create projects that require collaboration between team members. Given the access to all the online tools for sharing work and working together (, , Zoom), there’s just no excuse for different levels and departments to not share knowledge, brainstorm and take different on different parts of a larger project. Plus, this is a great way to strengthen relationships, build empathy and improve communication channels. It’s your job to find (or if needed, create) these opportunities.

Related: Survey Reveals 4 Transformational Remote Work Trends

5. Focusing inward rather than practicing active empathy

Now more than ever it is critical to practice empathy. This is easier said than done. First, you yourself are experiencing drastic professional and personal disruption. It can be hard to focus a lot of attention on your direct reports when you’re dealing with work stress and home stress. Second, each person is experiencing the “new normal” differently, which means you have to meet them where they are. For example, you might have some employees who feel like the restrictions on and personal life as a result of the health crisis are unnecessary. Or others who feel like it’s not enough. It’s important to try to understand those perspectives and to address each employee based on those perspectives. 

This is hard. All of it. There are no magic solutions to keep remote workers engaged, productive and seen. But doing your best to stay connected, to stay flexible and to stay empathetic can at least help make sure the new normal isn’t always a bad normal.  

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4 min read

Opinions expressed by Entrepreneur contributors are their own.

Type your product or service into a search engine and you may get millions of results. The truth is, the market is oversaturated in some areas, such as finance, wellness and digital .

In these spaces, standing out is tough. Whether through lower prices, higher quality or simple convenience, you need to find ways to position your product as a better choice than others in the space.

Not sure where to start? Here are five strategies to differentiate yourself in a crowded market:

1. Know thy competition

All those search results aren’t completely bad news for you. Use them to your advantage by clicking on the top hits. They are, after all, your competition.

Research features, price points and return policies. Take note of branding and messaging. See if you can find information on their suppliers and procurement strategies. Scroll through their  and pay particular attention to five-star and one-star reviews. 

Related: What You Need to Know About Your Competitors to Beat Them

Anything consumers don’t like about your competitors is a chance for you to do better. Something your competitors do especially well is a base to cover in your products or services. 

2. Carve your niche

Within every market is an infinite amount of niches. Some landscaping companies specialize in lawn care; within lawn care, some providers stick to either B2C or B2B services.

In a crowded space, it may seem like every niche has already been taken. If so, don’t try to compete directly; instead, create your niche.

Related: Understanding the Concept of ‘Niching Down’ for Budding Entrepreneurs

Dating sites have done this well. VeggieDate debuted as a site specifically for vegetarians. Geek2Geek specializes in connecting proud nerds. Alikewise pairs people up based on their book tastes. 

If you’ve already launched your product or service, this may require a pivot. Before investing in redevelopment, do your research. Is the niche large enough to support your company? What are those consumers’ pain points? Before diving in, make sure you can meet them profitably. 

3. Narrow the channel

How is your product distributed? In some markets, complex supply chains mean products pass through a half dozen hands before reaching the end

Eliminating some of the middlemen will not only help you price your product more competitively but will also enable you to build tighter feedback loops with your customers. Do a thorough supply chain audit to look for steps you can cut out of the chain. 

Some companies, like Tower Electric Bikes, eliminate middlemen altogether. Because the market for electric cruiser bikes is so full, Tower skips bike shops and ships directly to the consumer. While consumers do have to assemble the bikes themselves, they save money and get home delivery.

4. Establish your street (or online) cred

In a crowded market, is everything. Consumers simply don’t have time to read up on a thousand different brands, so they choose the one they know and trust.

Building a credible is a marathon, not a . Monitor your social media to see what customers are saying about your product. Read every rating and review you get. Pay attention to what customers like and dislike about your product, , delivery and everything else. 

When you see negative reviews, don’t get angry. Respond by making changes that address those concerns and highlight your best features. Being responsive will increase consumer trust and generate positive word of mouth around your brand. 

Related: 10 Secrets to Building Trust and Credibility With Your Customers

5. Don’t just make a sale. Build a relationship

Another reason branding takes time? Building meaningful relationships with customers doesn’t happen overnight. 

Creating real connections with customers is like cooking an authentic dish: The right ingredients — stellar customer service, a quality product and a dash of , among others — must be combined appropriately and simmered patiently.

Even online and at scale, personalized products and services are possible. Shutterfly stands out among photo-printing sites simply by using an algorithm. After identifying photos with faces on the user’s phone, the smartphone app places them on products like mugs, which can be purchased directly in the app.

Related: The 3 Big Problems with Personalization in Online Sales and Marketing

Whatever the density of your market, distinguishing your from its peers is never a walk in the park. To encourage loyalty from old customers and to help new ones choose you, do your homework. 

Use what you learn to perfect your product and outpace your competition. That’s good advice for any business, but in a crowded market, it’s the secret to success.

While making important decision of your business, Don’t take a chance. Trust only expert.

Choose from our variety of services, Connect with the right expert.

5 min read

Opinions expressed by Entrepreneur contributors are their own.

We’ve all heard the Golden Rule. Treat others how you would like to be treated. But with all the chaos, violence, and hate spreading in today’s world, it’s easy to become hardened and forget that rule. 

As an , it’s important to understand and manage your own feelings in order to empathize with your co-workers, employees, and customers. Ninety-six percent of employees consider it important for employers to demonstrate empathy. However, an overwhelming 92 percent believe this trait is overlooked.

Do you realize your own strengths and weaknesses in the workplace? How do your emotions come across to others? Do you typically respond well to constructive criticism? How do you, in turn, deliver it? Empathy is one of those neglected soft skills, but it can have a big impact on how successful a business is run. 

Related: The Future of Leadership is Empathy — And Companies Are Better for It

Put yourself in other people’s shoes

A particularly upbeat and confident employee can experience something in their personal life that drastically alters their usually cheerful visage. Being quick to judge someone in a moment like this is perhaps one of the hardest things to combat as a human being. 

That’s when you should remember that decades-old saying your mother often reiterated to you as a child: Put yourself in their shoes. Sure, it would be much easier to berate them into explaining what’s wrong. But showing a little empathy can go a long way. 

Don’t think of this as a business strategy. Think of this as a way to get to know your customers or employees. If there’s one thing that’s constant in the life of an entrepreneur, its that they are always surrounded by people.

Take the opportunity to get to know the people you’re surrounding yourself with. Seeing things from their perspective will better help you understand their values and beliefs. Whether it’s customers or employees, it’s important they know their opinions and interests matter too.

Know your own tendencies to understand those of others

This is where emotional intelligence (EI) comes into the picture. 

EI is the ability to understand and handle emotions in yourself and others. The necessary key to building EI is . Studies show that people who have higher self-awareness are better leaders.

This means you can detect what you’re feeling and why you’re feeling it, to put it simply. It also means being realistic in recognizing the areas you’re good at, plus areas that could use improvement. In turn, this helps you pick up on other people’s emotional tendencies and empathize with them. 

But it’s important to remember that EI isn’t about keeping your emotions bottled up — that will only result in a negative explosive reaction. It’s about learning to identify and mentally process your emotions, while also being able to direct them in an appropriate manner. 

During a recent phone conversation, Dr. Russell Surasky, ’s only triple board-certified neurologist, specializing in psychiatry and addiction medicine, commented, “It’s important to be personally and genuinely invested in the success of your colleagues. Having true empathy for friends and co-workers goes a long way when motivating and engaging them. Emotional intelligence and true compassion forge the strongest and most loyal connections. Regardless of entrepreneurial niche, asking purposeful questions and actively listening to responses is the best way to demonstrate this intention.”

It’s also important to be on the alert for any outward signals, such as body language. Depending on the situation, this can tell you more about a person than they are willing to express out loud. 

Related: Why More ‘Emotional Intelligence’ Means More Money for Entrepreneurs

Emotional intelligence and empathy go hand in hand

Learning to stay cool, calm, and collected in a crisis isn’t the easiest thing to ask of a person. It takes someone who has learned to master their emotions, not let their emotions master them. However, this can be confused with coming off as emotionless. You don’t want to be known as the stoic, arrogant superior who reacts impassively to any and every situation. 

To be an effective leader, it’s important to use your EI to integrate empathy in how you deal with people. Relating to them on a personal level gives them a sense of belonging. Make them feel like they have a role to play. This doesn’t mean using flattery and adulation. It simply means providing encouragement and giving credit where credit is due. 

Why empathy in the workplace (really) matters

Studies have shown that job performance is effected positively when empathy is shown in the workplace. Leaders being able to relate to their customers or employees on a personal level is a crucial element in business. This leads to more effective communication, and as a result, a more successful business. 

Working on developing your EI can be a huge help in showing empathy towards others. Knowing how to utilize your emotions so they can benefit your team does require some work.

There are a number of things in the workplace that can weigh you down: stress, deadlines, distractions, even personal matters. But mastering this soft yet powerful skill will have a big payoff in the end — both for you and your business.

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Too often, the pressures of capitalism make the workplace a toxic environment for those diagnosed with cancer, especially Black people.

5 min read

Opinions expressed by Entrepreneur contributors are their own.

Survival of the fittest is not just a Darwinian evolutionary theory: It’s the simple fact that capitalism at its core favors the “best and brightest.” The abrupt death of the great actor, Chadwick Boseman, revealed that he had been privately battling colon cancer for the past four years. Of note, colorectal cancers are the third leading cause of cancer deaths in the US. 

Ironically, most of Chadwick’s landmark movies inclusive of “Black Panther” were made during this period. This of course led me to ponder if this iconic actor would have been offered the same opportunities if he had revealed his health status. I believe the answer is no for several reasons, which I outline below.

Cancer mortality rates disproportionately plague Black men

First, we often assume that cancer is a death sentence. As a Yale-trained molecular oncologist, I know firsthand that early diagnosis is typically correlated with better survival rates. Unfortunately, cancers are often diagnosed at more advanced stages for many people of color, particularly Black men, which inherently make treatments more difficult because of rapid spread.

In the case of colorectal cancer, the American Cancer Society reports that the number of new cases and deaths are highest among Black men who also tend to be diagnosed at a younger age and at a more advanced stage than other races. Furthermore, screening for this disease is lower in Black communities possibly due to an aversion to colonoscopies and other factors that may be related to lower socioeconomic factors. The implication is dire as ignorance can no longer be excused: Instead companies regardless of size must arm their managers with resources inclusive of credible medical information to ensure that workers regardless of health status or ethnicity receive optimal support.

Related: When is a Leave of Absence an Appropriate ADA Accommodation?

ADA policies don’t fully support sick employees

Secondly, it is evident that workers may choose to hide their health status to avoid punitive measures such as the inability to qualify for health insurance or being passed for promotions due to concerns about health. Ironically, to be able to secure benefits from the American Disability Association (ADA) and the Rehabilitation Act, one would need to reveal their health status to their employers. Per the U.S. Department of Labor: “An employer is only required to provide work-related accommodations if you disclose your disability to the appropriate individuals.” Obviously, this becomes a “Catch-22” situation that is further exacerbated by the fact that we live in an increasingly virtual world that requires us to be “on” all the time.

Some employees ignore or do not report illness 

Third, we know innately that even the healthiest workers will have at least one sick day annually. Yet many will often push through their illness to alleviate worries and maximize team cohesion. In addition, many parents are now forced to do “double duty” as school teachers and remote workers. This fall, companies would have to dually manage flu season in addition to the global health crisis, which is unsettling for managers and workers alike. For employees to thrive in the “new normal,” managers must be more flexible in accommodating employee requests and providing an optimal environment for transparency and open communication.

Mental health issues also pose a major problem

Fourth, anxiety levels have surged amid the pandemic. It is important to highlight that mental health is a crucial component of our overall health and wellbeing. Unfortunately, African Americans are less likely than Whites to seek treatment for conditions such as anxiety and are also more likely to prematurely end treatment per data from the National Alliance on Mental Illness. One of the reasons for this disparity is the stigma often associated with mental health in Black communities. Fortunately, the use of telemedicine particularly for mental health management has surged amid the pandemic in response to workers, particularly Millennials, who are seeking solutions for heightened anxiety levels.

Related: What Chadwick Boseman’s Life Can Teach Us About Being Leaders

It is human nature to seek a sense of belonging in the workplace. Yet, one in three African Americans say that they have felt out of place at work because of their race or ethnicity according to the Center for Talent Innovation. For employees to thrive in a workplace, they require support and recognition from their peers and managers alike. Moreover, work is not just about punching in the clock for most people. Work gives us a sense of purpose and when battling a chronic illness: It is this sense of purpose and support that motivates you to keep pushing daily against all odds.

Taken together, it is evident that the American workplace is one that has grappled with the socioeconomic, psychological, and physiological burden of the global health crisis. Recent events have also highlighted systemic and institutional racism in a gut-wrenching manner that has illuminated the challenges of ethnic minorities, particularly African Americans. Hence, American businesses are being forced to rethink their purpose. Maximizing shareholder value cannot be measured simply in terms of productivity and profitability. The new business paradigm prioritizes employee wellness above profits. The question remains on whether this “employee first” approach will remain, especially in a capitalist economy.

“Equality for All” in a time of heightened sociopolitical consciousness must also apply to those battling diseases including cancers and autoimmune disorders. We must no longer allow our workers particularly African Americans and other ethnic minorities to suffer silently. Support is key.

Related: What Leaders Can Learn From America’s No. 1 Cancer Center

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8 min read

Opinions expressed by Entrepreneur contributors are their own.

Peloton announced blowout earnings last week, and has joined an elite club that includes Apple, Netflix and Tesla. These companies not only delight their customers and create enormous shareholder value, but they also operate a highly vertically integrated enterprise. The success of these companies is rewriting some outdated rules on what drives effective business strategy.

If you want to thrive in today’s market, it’s worth understanding exactly what’s behind these companies’ growth … and how different it is from the way companies used to think.

A quarter-century ago, in their widely acclaimed book Competing For The Future, C. K. Prahalad and Gary Hamel argued that market leaders owe their success to an identifiable set of core capabilities, which allow them to outperform competitors. These capabilities could be in engineering, product design, manufacturing, supply chain management or marketing prowess, enabling their masters to achieve market leadership in distinctive ways.

For example, through the lens of capability-driven strategy, Walmart exploited its expertise in global sourcing and supply chain management to build a formidable competitive advantage in wide product selection at everyday low prices. Toyota, meanwhile, achieved market leadership by excelling in product engineering and efficient, high-quality manufacturing.

To grow big, the theory went, market leaders should heavily reinvest in what they’re best at — and outsource non-core business functions to third parties. Accordingly, Walmart didn’t seek to design or manufacture its own products and Toyota left retailing operations to independent car dealers.

A decade later, this thinking was picked up by Bain consultants Chris Zook and James Allen, who turned it into conventional wisdom. It’s why, when Apple first announced plans to open company-owned stores, and Amazon began designing its own consumer electronics, the pundits of the business world piled on. In 2001, Bloomberg published what turned out to be a spectacularly misguided commentary titled “Sorry, Steve [Jobs]: Here’s Why Apple Stores Won’t Work.”  And Amazon was often pilloried after launching its first generation Kindle for what was considered a hubristic, ill-fated venture into the realm of consumer electronics design where the company didn’t belong.

What did these critics miss? They were attached to this “capability-driven strategy” — the idea that companies should focus exclusively on what they’re best at. And they didn’t realize that the idea was flawed, and getting old.

For starters, they failed to recognize that capability-driven strategy often encourages mature companies to cling to outdated skills and assets that limit growth opportunities. Stick-to-your-knitting managerial mindsets instinctively resist disruptive changes that may cannibalize current sales, and they tend to frame strategic choices inappropriately. Instead of focusing primarily on how current assets can be exploited to increase near-term sales, managers should also be asking how and where consumers want to be served, and what capabilities are needed to best reach them? For example, while Walmart and IKEA have long been market leaders in big-box retailing, both were late — and are now playing catch-up!—with ecommerce capabilities.

Meanwhile, a new generation of companies were much more open earlier in their development to vertical integration — building and mastering every part of the market themselves. Native ecommerce startups like Warby Parker, for example, recognized the potential to expand their market reach through physical retailing. Then they built the requisite omnichannel retailing skills internally.

Startups should be particularly open to building vertically integrated capabilities when appropriate as soon as funding capacity and management talent and bandwidth permits, for three reasons.

First, at inception, startups often don’t have a deep reservoir of expertise in any core competencies.  There are no assets or manager egos to protect and no sales to cannibalize. Finding the right mechanisms to achieve target market growth are paramount drivers of early stage venture strategy.

Second, for highly innovative ventures, the requisite product design, manufacturing and distribution skills may simply not be available from third-party providers. That forces entrants to build their own capabilities to support category-defining new approaches. This was the case with both Tesla and Allbirds, who of necessity were deeply involved in product design, global supply chain management, manufacturing and new retailing formats to launch their game-changing products.

Finally, and perhaps most importantly, vertical integration can give companies more control over delivering superior products and better experiences at every customer touchpoint. For example, it is now generally recognized that Apple’s tight control over hardware and software design, as well as operating its own company stores, have contributed to superior product performance, customer satisfaction, and price realization, more than offsetting the increased costs and complexity of managing a vertically integrated enterprise.

Peloton provides another illustrative case in point.

In 2011, John Foley conjured up an idea for a “connected fitness” company that would ultimately require expertise in hardware design, software development, professional video production, fitness studio operations, and physical retailing, none of which matched the founder’s professional background. The initial plan was to rush a minimum viable product to market by fitting Peloton’s own software and electronics to existing bicycle and tablet computers, enabling its products to monitor real-time rider performance and stream online spin classes. But at this and several other pivotal milestones along the way, Foley and his co-founders decided that the company would be better off developing its own products and internal capabilities, rather than relying on third party providers.

Among the capabilities it created itself:

  • After concluding that existing bicycles and tablets were not suitable for the company’s intended use, Peloton designed its own custom bike from the ground up, with entirely proprietary hardware and software.
  • Peloton recruited and trained its own instructors, rather than partnering with existing fitness boutiques
  • Peloton deployed its own state-of-the-art production studios and fitness boutiques, rather than tapping into existing facilities
  • Peloton developed its own network of retail outlets to complement its ecommerce channel, rather than selling through existing stores
  • Peloton backward integrated into company-owned hardware manufacturing after initially relying on contract manufacturers
  • Peloton developed its own “white glove” delivery/installation service, rather than relying solely on third party logistics providers

This sequence of strategic decisions unquestionably increased Peloton’s capital requirements, which Foley acknowledges severely stressed the company during its early development. But as evidence mounted that Peloton was delivering a superior product and customer experience to a rapidly growing base of enthusiastic and loyal subscribers, the company was able to raise nearly $1 billion in private capital. 

In its public offering prospectus filed last summer, Peloton described the scope of its vertically integrated operations as follows: We are a technology media software product experience fitness design retail apparel logistics company.

Peloton IPO’d in September, 2019. By mid-2020, it was serving over one million subscribers in four countries and generating over $1.8 billion in annual revenue with strong positive operating cash flow. As a testament to the success of its vertical integration strategy, Peloton currently achieves higher hardware gross profit margins (45%), higher customer satisfaction (93 NPS) scores and higher customer retention rates (92%) than Apple or Tesla.

Peloton’s success is not to meant to be a blanket endorsement for high levels of vertical integration. The traditional rules of asset management still apply to corporate decisions on forward and backward integration. Higher levels of vertical integration can provide greater operational control across a company’s value chain, but must be weighed against added investment and operating expenses, management complexity and the loss of flexibility often found in companies with large legacy asset bases.

But companies should also give careful consideration to three pivotal questions to guide their strategic decisions on vertical integration.

  1. Does owning or controlling assets and capabilities across the value chain significantly improve product performance and customer experiences?
    For companies like Apple, Netflix, Tesla, Ikea, Allbirds, and Peloton, vertical integration has proven to be a key driver of superior company performance, while also building barriers to competition.
  2. Can the requirements for capability-building capital be scaled to reflect a company’s stage of development?
    While early stage ventures are often strapped for capital, they have the advantage of being able to build and launch capabilities in small increments, before committing to large scale rollouts.  For example, Peloton tiptoed into retailing, streaming video classes, and white-glove bicycle delivery with small pilot operations in a single metropolitan area before expanding the scope of its operations internationally. In contrast, when Ikea decided to significantly upgrade its ecommerce capabilities, it faced nine-figure investments to build fulfillment centers, webstore infrastructure and new operating processes across its multinational operations prior to launch.
  3. Are the products and services offered conducive to generating premium returns from superior product performance and customer satisfaction?
    The required investments in vertical integration can only be justified if enough consumers recognize and are willing to pay premium prices for superior performance.  Not all product categories meet this requirement, but market leaders in businesses with a strong personal and emotive connection to customers — for example in health and wellness, automobiles, mobile technology, and entertainment — have successfully exploited high levels of vertical integration to build powerfully advantaged, profitable and resilient enterprises.

Peloton answered each of the three questions with an emphatic yes!  They chose not to stick to their knitting, and the results speak for themselves. 

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8 min read

Opinions expressed by Entrepreneur contributors are their own.

There’s a reskilling revolution happening. The COVID-19 pandemic of 2020 has spurred the evolution of how is done. Whether positioning a new brand or as an authority in the marketplace it’s critical to realize there is a new awareness of the skillsets required by both staff and clients.

Businesses large and small are rethinking the requirements of employees as well as the technology necessary to deliver products and services to clients. This awareness is driving entrepreneurs in the technology and industries to position themselves to win by offering courses specific to those skills.

Related: 4 Ways ‘Fake It Till You Make It’ Can Backfire

Businesses aren’t the only ones rethinking their futures. Given the significant disruption in the workforce and high rate related to COVID-19, individuals in the workforce are considering changes as part of their post-pandemic plans. According to the Strada Education Network, of those individuals who have an interest in pursuing additional professional development and training, 64% say they will be looking to change careers, rather than get another job in the same field. This is a process known as “reskilling.” In fact, a recent report on estimates that approximately 17.6 million Americans will not be able to return to their pre-pandemic jobs, which will require them to learn new skills.

If you are a thought leader looking to support your clients through this upheaval, you are most likely considering how your expertise (content) can lend itself to the mass desire for reskilling. An effective way to do that is to ensure you position your expertise as  programs that are developed through the lens of Edge Learning. Edge Learning is the continuous process of developing the peripheral skills that have the most impact on a person’s ability to achieve a successful and fulfilled life. Edge Learning is not about memorizing facts, technical skills, or understanding how to effectively use the tools of business. Instead, it seeks to develop a person’s soft skills.

Let’s use workers in the field of accounting as an example. Every well-run business needs qualified employees in their accounting department. These are people who have successfully taken courses of instruction in accounting practices. This is a very specific and important skillset. When multiple candidates are considered for hire with similar training and experience, it is their peripheral or edge skills that differentiate them.

Those peripheral skills include the candidate’s level of confidence, their personality, the type and level of etiquette they demonstrate during the interview process and their communication skills—among others. In essence, what differentiates them is how they present themselves. Beyond the question of whether the candidates have the necessary education for the role is how well they work and if they will be a good fit with the rest of the team. The same hiring considerations apply for every role from those on the manufacturing line all the way up to the CEO. It’s their Edge skills that make the difference. And educators who can deliver skilled training in those areas, in an effective manner, are in high demand. Edge Learning is an essential component of the Reskilling Revolution!

Related: 11 Practical Tips for Successful Schooling at Home

Edge Learners know that confidence will make all the difference in the type and quality of work that comes their way. The world is craving confidence after all the recent uncertainty. That same Strada Education Network study referenced above reports 64% of Americans are feeling concerned, 50% are feeling cautious, and 51% are worried. Confidence has always been key to success, but it’s more important than ever in a post-COVID-19 landscape.

Changing careers

This is not surprising given the current state of the market. Though the unemployment rate has since dropped slightly, the employment landscape has permanently and undeniably shifted since April, when a staggering 22 million Americans found themselves unemployed. Given the significant disruption in the workforce, it is not surprising to find that many are thinking about how a career change fits into their post-pandemic plans.

Edge skills that are readily transferable are most desirable by workers considering a change of careers. In volatile markets, it is feasible that workers can expect to work through multiple opportunities before landing positions that best suit them. On the employer side, it has become painfully obvious that HR departments are expected to hire for multiple iterations of teams over the years. It is rare that workers and employers form long-term partnerships in today’s ever-evolving business landscape.

Training content developers need to be aware of not only the latest formats for delivering training but the multitude of avenues for distribution. With the increased development of technological resources, various users of content have their own specifications or requirements for delivery styles and formats. On top of that is the importance of keeping content relevant by analyzing it against the current marketplace needs and having a system for updating it.

It is important to carefully evaluate your thought and the creation of your professional development programs to ensure they meet the needs of the current climate. Edge Learners know that the quality of expertise they receive will make a difference in how quickly they are able to create new opportunities. Learning experiences must be engaging and providing amazing outcomes. They must be delivered in multiple formats to meet the various learning styles of those who will take the courses.

Content created for Edge Learners must meet specific criteria to gain traction and succeed in the coming years. Those deeply involved in the reskilling revolution are bound to be cautious in their evaluations of various training programs. They want solid results as quickly as possible and will denounce any content or training programs that simply don’t deliver.

There are four red flags to avoid when attracting Edge Learners:

  1. The course does not promise a specific result. Instead, it makes vague promises about what the course might do for learners. Be very specific in the goal for each course and design it accordingly. Explore your industry vertical to see if your course qualifies for continuing education credits or some other industry-specific certification.
  2. The course is too broad. Content developers fall into the trap of trying to be everything to everyone. The result is that the course offers very little, to very few. Consider where consultation fits into your course development process. How much research has been done into the specific needs of your ideal clients? Were you already committed to a topic without first listening to what people wanted and said they need? If you already have an audience, that audience knows, likes and trusts you for a reason. Allow them to guide your course development to ensure it meets the specific needs of future prospective learners through surveys and focus groups. When you ask the right questions, your clients will tell you exactly what they want to own.
  3. The course is not implementable. If the course doesn’t provide tactics, strategies or a process for learners to apply, then there is no opportunity for them to put into practice the skills they’ve acquired—and generate tangible results.
  4. The course does not offer follow-up by the thought leader. Thought leaders need to be accountable for the content they create. Think about the overall plumbing of your thought leadership business. How are you best optimizing your connection to your audience and leveraging the technology at your disposal to make connecting with that audience easier? Your course is not a stand-alone – your website, your sales page, your newsletter, your , your learning site platforms, all need to work collectively to provide your clients with a holistic product they can trust. 

Jonathan Robb, Associate Vice President of Customer Experience & Engagement at NorQuest College is responsible to evaluate content specific to post-secondary institutions. He indicated that his considerations include not only the above red flags but that the skillsets being offered are in high demand both currently and into the future by industry and businesses. 

Related: Your Next Career Move Should Be Learning a Language with This ‘Apple App of the Year’

The reskilling revolution is at hand. The enhancement of soft skills is what occurs through real-world experiences and mentoring from leading experts and entrepreneurs. When new skill development is required, learners first turn to those who have been where they want to go. They value the experience and expertise of others.

The time to evaluate your content and training programs as to their delivery of Edge Learning skills in demand on both sides of the equation of business: business owners desirous of enhancing the skills of employees and workers wanting or needing to differentiate themselves in the marketplace. Use these strategies to imbue your thought leadership programs with Edge Learning skills and strengthen your impact on this everchanging market.

While making important decision of your business, Don’t take a chance. Trust only expert.

Choose from our variety of services, Connect with the right expert.

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