Ёсць мерапрыемствы, на якіх лепш адзін раз пабываць, чым сто разоў пачуць. Ёсць выступы настолькі выдатныя, што не маюць патрэбы ў пахвале “экспертаў”. І ёсць сем’і, у якіх немагчыма нарадзіцца, але камандны дух там лепшы, чым у любых крэўных сем’ях. Такія думкі ўзнікаюць пасля нумара ФМк пад назвай “На грані мастацтва”, з якім факультэт выступіў на Восеньскім марафоне.
Если любишь профессиональные активности и готов принять очередную порцию практических навыков, то Coca-Cola в гостях у ФМк именно для тебя!
Все просто, нужно запастись флаером и главное… не опоздать. Поспеши!
ОАО «Минский экспериментально-фурнитурный завод» (ОАО «МЭФЗ») приглашает студентов факультета маркетинга и логистики пройти преддипломную практику в старейшем на территории СНГ производителе фурнитуры для предприятий легкой промышленности. Основные товарные группы, которые выпускает ОАО «МЭФЗ»: застежка-молния, металлическая фурнитура. Предприятие удобно расположено (ближайшая станция метро Площадь Я.Коласа), находится в центре города по адресу ул. Старовиленская, 100. Более подробную информацию о предприятии и выпускаемой им продукции можно получить на сайте: www.mefz.by.
На практику приглашаются четыре студента в отдел маркетинга и сбыта ОАО «МЭФЗ» с возможностью последующего трудоустройства. Предпочтение отдается студентам специализации “Промышленный маркетинг”
По вопросам устройства на преддипломную практику обращаться в кадрово-юридический отдел ОАО «МЭФЗ» по телефонам 334-62-65, 334-96-54.
Бізнесменам патрэбны веды пра інтэрнэт-маркетынг і прасоўванне бізнесу. Сяргей Вялічка, кіраўнік “Першай маркетынгавай кухні AVO” адчувае гэта па запытах кліентаў і калегаў.Таму і прапанаваў ахвотным да новых ведаў аб’яднацца ў бізнес-клуб. А далей – прайсці навучальны курс па маркетынгу. Першая сустрэча клуба “без гальштукаў” прайшла 3 кастрычніка. За кавай і гульнёй бізнесмены знаёміліся і расказвалі пра чаканні і надзённыя запыты. Чытаць далей…
Пяць стагоддзяў таму Францыск Скарына надрукаваў сваю першую кнігу. Тады яна не толькі перадавала веды, але і дапамагала пісаць візуальную гісторыю свайго часу, бо мела шмат гравюр. Сёння гэтыя ілюстрацыі даюць магчымасць той час зразумець.
Якімі выявамі аздабляліся першыя друкаваныя кнігі, як стыль эпохі змяняў «знешнасць» Статута ВКЛ, чаму Скарына — маркетолаг сотага ўзроўню (як сказалі б пра яго сёння), ці праўда, што разглядваць карцінкі, а не чытаць тэксты любілі ўжо ў 15−16 стагоддзях, — праз глыбіні кнігадрукавання часоў ВКЛ і Рэчы Паспалітай павядае Алесь Суша, кнігазнаўца, кандыдат культуралогіі, намеснік дырэктара па навуковай працы і выдавецкай дзейнасці Нацыянальнай бібліятэкі Беларусі.
Чытаць далей на старонках TUT.BY
Paul Roetzer couldn’t stop watching. It was 2011 and Watson, a then-new IBM supercomputer, faced off against 74-time “Jeopardy!” champion Ken Jennings and the show’s all-time money leader, Brad Rutter. Watson, a question-answering artificial intelligence system, would buzz in within a second of host Alex Trebek asking a question, giving what the AI determined to be the most probable answer. By the end of the game, Watson had dominated the show’s all-time greats by more than $50,000.
By late 2016, Roetzer had become so obsessed by AI’s potential in marketing that he founded the Marketing Artificial Intelligence Institute, a group with the mission of making AI approachable and actionable for modern marketers. Roetzer still runs his company, PR 20/20, but he says that his AI group now takes nearly all his time. He badly wants to figure out how organizations can pilot and scale AI tools to increase efficiency and reduce costs.
So far, he has nearly the entire marketing industry to work with.
“The vast majority of the industry is at what I consider the pilot phase,” he says. “Most are trying to understand what AI is, then how to apply it.”
A 2018 report by Boston Consulting Group and MIT Sloan Management Review—titled “Artificial Intelligence in Business Gets Real”—finds that only 18% of companies are “pioneers,” or organizations that understand and have adopted AI. A third of companies (33%) are “investigators” that are in the pilot stage and know a bit about AI, while 16% are “experimenters” that are piloting AI without fully understanding it—they hope to learn about AI as they use it. The rest (34%) are “passives,” or organizations that haven’t adopted and barely understand AI.
Over the past few years, many marketers have marveled at AI and wondered the same thing Roetzer did after watching Watson dominate its fleshy opponents: How does that work? As 2019 begins, marketers can move beyond passivity and into being AI pioneers.
Like Roetzer, Robert Redmond watched “Jeopardy!” in awe as Watson dominated the show’s legends. Redmond, a self-described sci-fi geek, had been hearing about AI since he was a young boy, but the AI’s game-show performance was a glimpse at the technology’s capabilities.
At the time, Redmond was working as a creative director of teamDigital Productions; by 2016, he worked at IBM with Watson Advertising as creative and strategy director. Redmond is tasked with figuring out how Watson can help brands have unique, AI-driven chats with their customers.
When Redmond first learned that he’d be working with Watson, he says that he knew close to nothing about how AI worked, especially from an engineering perspective. Redmond calls the six months leading up to working with Watson his “baptism” into AI—he was already an AI convert, he says, but he still had to fight to understand what was possible with the technology.
“I read a lot and I asked more questions than most would probably be comfortable answering,” he says. “There was a lot of ‘Can we do that?’ And the learning came by understanding the implications on the back side of those questions.”
Marketers—most of whom likely don’t fully understand AI, let alone its true potential in business—should also be asking a lot of questions. Redmond believes that businesses should learn by digging into possibilities and seeing what AI tools are available on the market. Both he and Roetzer have encountered some companies that use AI-based software without realizing it—this is likely the case for many companies searching for their first piece of AI-based software.
For marketers eager to learn about AI, Roetzer suggests reading Human + Machine: Reimagining Work in the Age of AI by Paul Daugherty and H. James Wilson and Prediction Machines: The Simple Economics of Artificial Intelligence by Ajay Agrawal, Joshua Gans and Avi Goldfarb. “Most of the really valuable AI education has nothing to do with marketing or sales,” Roetzer says. Even so, books like these can give marketers a window into AI and its business potential.
Marketers should learn how their competition is using AI. They should also ask vendors pointed questions about the AI software they’re selling. “A lot of tech vendors are slapping ‘machine learning’ and ‘AI’ on their branding,” Roetzer says. “A lot of times, they don’t even know what that means. The sales and marketing teams can’t explain how their products use AI. They’re just told by the engineers that it’s AI.”
Marketers can also play with online AI demos to get an idea of how AI-driven tools work. Google has many educational tools on its AI landing page, Roetzer says, as does IBM’s Watson. One Watson tool—Personality Insights—allows users to log into their Twitter account and receive a personality analysis based on their tweets.
“There are a lot of resources out there, and you can connect the dots pretty quickly if you just consume the right resources and understand the ways you might be able to apply it in your business,” Roetzer says.’
Companies without AI experience will likely have a steep learning curve, Redmond says. “There’s definitively going to be a training period, a modeling period, and probably a fail period if you’re stepping into a scenario where you are really starting from scratch,” he says. “It’s a difficult transition.”
Redmond and Roetzer both say that this difficult transition will make early, easy wins essential. One potential easy win, Redmond says, is using AI-based programmatic advertising tools to bid on media buys. Another he suggests is natural-language processing tools that can quickly judge the tone and intent of business communications, such as emails, memos or marketing materials. “You can discover new ways or new features that might be important that you didn’t realize or pressure points that may be bigger than you’ve been admitting,” he says. “You uncover the insights, and you can act upon them.”
The simplest way to find easy wins, Roetzer says, is to make a list of all the tasks in the business—from quick to time-consuming—and measure how much time employees spend on each task, as well as how much money the company spends on software or outside services for each. Then, marketers can rate each task from one to five based on how much value AI could bring. A one would mean little to no value, a five would mean a good AI solution would be transformative. Listing, measuring and rating may sound arduous, but Roetzer says that the process will give marketers an idea of AI’s potential value in cutting down time and costs.
“If you’re the director of marketing, and you’re trying to get buy-in to try this, you can go and say, ‘Hey, I went through an analysis. Here’re the five use cases where I think we create the most value,’” Roetzer says.
Redmond normally works with companies that have a mandate from the top to adopt AI, now. The chief technology and chief information officers with whom he tends to work are focused on a problem at a high level and want to solve it with AI; that desire spreads through the rest of the organization.
But not every marketing manager will be so lucky. Roetzer says that even marketers who get the C-suite to buy into AI software often have executives quit on their AI project before it can prove its efficacy. AI systems, especially at small or midsize companies, sharpen over time and often need months to learn—it’s hard work to get AI right, it likely won’t work right away and it may even fail during the first pilot. If a CMO adopts an AI-powered media-buying tool, for example, and it doesn’t show lift three months and $20,000 into adoption, many executives will scrap the idea of AI altogether, convinced it doesn’t work.
“It’s a hard thing to explain to the C-suite if they’re not the ones driving it,” Roetzer says. “Even at the pilot stage, there needs to be buy-in at the top level. [They need to know] that this is going to be an ongoing experiment, and it’s going to transform everything we do. But we have to have the right investment and the right patience to see it through.”
Organizations must understand from the start that AI is not a magic switch, Roetzer says. Companies can’t just expect to adopt AI and—poof!—solve all their problems. Adopting AI is a lot of work and requires a lot of data to train its models; it takes a lot of strategy to prioritize what cases are helped by AI and what cases should be left for another day. “Some people may give up too easily,” he says.
Although Roetzer knows that it may sound as though he’s trying to scare people away or downplay AI’s potential, he believes that marketers who properly adopt AI will be given “superpowers.” “It’s going to fundamentally change the way we do marketing,” he says.
By: Hal Conick
Source: www.ama.org
I was about to do what likely 10,000 other marketing professionals are doing, to play futurist on the year ahead. What’s hot? What’s not?
Rather than add to the lists of current trends and prognostications, I’m going to encourage you to read others’ predictions. I’ve been around long enough to know that so-called trendspotters never miss. They are either right or waiting to be right. No matter how outlandish some ideas may sound, I’m going to push you to read with an open mind and a level of curiosity that should be second nature for any marketer.
One of my favorite communication tactics is a “head fake.” It refers to hearing a description of something that happened at a certain point in time, only to learn that the event really occurred at an entirely different point in history. I’ve used head fakes effectively over the years; the tactic came to mind as I reviewed an AMA conference presentation from 50 years ago. It provided the perfect opportunity for a head fake.
In 1967, Paul Baran attempted to predict the future state of the year 2000, some 33 years into the future. Even the title, “Some Changes in Information Technology Affecting Marketing in the Year 2000,” has a tone of unassuming modesty, as if to say, “Here are a few ideas I have. They’re half-baked, so don’t be too critical.”
I’ve taken the liberty to draw excerpts from that presentation, which, in my opinion, was nothing short of prophetic. I’ve handpicked various concepts Baran described.
Think about how you could refine these remarks, stand up in front of savvy marketers and describe the world in which we live today, some 50 years after Baran called his shot like Babe Ruth.
In 1967, Baran’s audience probably thought his comments read as though they had been pulled from a low-budget science fiction film. But Baran’s musings foreshadowed the power of the internet, including services like Skype and FaceTime, Netflix and YouTube, Yelp and Angie’s List, and Amazon’s many services.
“The new computer-communications technology could revolutionize the entire process of distribution of goods. … Such development will represent a profound change in our traditional form of distribution. … Specifically, an interactive, automated, information processing system which allows rapid and friendly coupling between an individual and a huge information base.”
Baran’s comments could have been made 25 years later by Steve Jobs or Bill Gates. The head fake is only getting started as he then outlines his vision of videoconferencing.
“[W]e can realistically expect widespread large-screen, color, person-to-person TV communications. … This development will attempt to create the illusion that those in TV communications with one another are in effect within the same room.”
This sounds a lot like Skype, FaceTime and other videoconferencing platforms.
“Entertainment, even for the smallest select audience, will come via the screen. We no longer will be constrained by the paucity of channels which restricts present television to sponsors fighting for the largest slice of the audience, and in the process catering to the tastes of the lowest common denominator.”
Does that sound like Netflix, YouTube, Hulu and other streaming media services? This prediction is powerful in light of Disney‘s merger with 21st Century Fox or the potential merger of AT&T and Time Warner. These icons are transforming themselves to stay relevant, but I wonder if they are too late.
In addition to new channels for distributing products, Baran also predicted new methods for individuals to exchange information about those products.
“When the consumer reaches the lower end of the selection tree and has narrowed his choice to a small number of contending products, it becomes plausible and appropriate to call up specific advertising for each. This is the socially beneficial use of advertising. Here, the recipient wants to read, to see and to hear advertising. … The consumer can be encouraged to use valid comparative testing information to help decide which product is ‘best.’ ”
It’s a predication of electronic word-of-mouth systems such as Yelp, Angie’s List and Google Reviews.
“Much of the shopping will be done from home via TV display. Think of this screen as a general-purpose genie. Pressing a few buttons on a keyboard allows interaction with a powerful information processing network. The information network sends back a modified image to the TV display in response to selections. … The customer wants to know prices and delivery before reaching a final decision. The information storage system can tell him whether the pink shirts with tab collars are available, from whom, when and at what price. Price comparisons are instantaneous and again reinforce the free enterprise price mechanism. Direct dealing with the manufacturer will increase, as the goods will be dispensed from the most economic storage point.”
This accurately points to Google, Amazon, the Home Shopping Network and online retailers.
While it took time for technology to become readily available, you shouldn’t be surprised that Baran was able to leap from early online shopping to today’s more sophisticated form of online consumerism.
“Consider another class of goods whose purchase is totally a repetitive nuisance to the consumer—shopping for staple groceries. Once finding a brand of pickled string beans that suit your fancy, you wish to reorder the exact product without having to play Sherlock Holmes. You would like to be able to reorder many such items painlessly. Again, the computer can come to our aid by providing us with a stored list for rapid recall ordering. The better information available about alternative prices for the same goods will eliminate the undignified loss-leader game to trick the consumer into the store.”
It sounds like the pitch for Amazon Subscriptions and smart-home services.
As you read through the prognostications of the years to come, take a second look at the ideas that now seem unbelievable or farfetched. It may be that what seems barely possible today will soon become reality.
Russ Klein
Source: www.ama.org
73% prefer to use a debit or credit card over cash
By: Ann-Marie Alcántara
Source: www.adweek.com
Приглашаем студентов, преподавателей и вообще всех, кому интересны вопросы влияния аудиовизуальных коммуникаций на формирование человеческих впечатлений о товарах и услугах, странах и городах принять участие в Летней школе «Фото, аудио и видео технологии в рекламе и Паблик Рилейшнз в сфере малого бизнеса и территориального маркетинга», которая будет проводиться с 1 по 8 июля 2018 г. на базе Балтийской Международной академии (БМА) в г. Рига (Латвия).
В течение 7 дней основное внимание участников школы будет обращено на следующие предметные направления:
Программой Летней школы предусмотрены самые разнообразные формы занятий – мастер-классы, практические занятия лекции, дискуссии и деловые игры. Все занятия проводятся ведущими специалистами академического Учебной программы бакалавра «Маркетинг, реклама и связи с общественностью» БМА и Научного направления БМА – «ИНФОРМАЦИОННО- КОММУНИКАТИВНЫЕ НАУКИ», а также профессионалами-практиками различных латвийских TV – каналов, радиостанций и рекламных агентств г. Риги.
Внеаудиторные мероприятия, включенные в Программу:
Занятия в Летней школе – это дополнительное образование и творческое развитие, возможность обрести новых друзей и полезные связи, познакомиться с языком, культурой и достопримечательностями Латвии и её народа.
Рабочий язык программы – русский.
По окончании Летней школы участникам выдаётся сертификат стандарта ЕС. Лучшие участники награждаются почётными дипломами и памятными подарками.
Подача заявки для участия в Программе – до 12.05.2018
Более подробно с программой можно ознакомиться и записаться у ответственных организаторов от УО «БГЭУ»:
10 апреля 2018 г. состоялся заключительный очный этап Республиканской олимпиады по логистике для студентов и магистрантов «Логистика и управление цепями поставок в глобальной экономике», организаторами которой выступили СНИЛ 5PL и кафедра логистики и ценовой политики БГЭУ. Из 19 команд, заявленных в заочном этапе, в следующий тур смогли пробиться 16 команд из 7 ВУЗов (в команде, по условиям конкурса, могло быть от 1 до 3 участников).
В день очного этапа ребята состязались за звание лучших из лучших в достаточно жесткой конкурентной борьбе. Если заочный этап был представлен кейсами, то очный этап включал в себя 3 блока заданий: 1 – тесты, 2 – практические задачи, 3 – ситуация. Каждый участник выполнял задание самостоятельно, затем находилось среднее значение по команде и суммировалось с баллами, полученными по заочному этапу. В результате призовые места распределились следующим образом.
Заметим, что наши ребята (члены СНИЛ 5 PL) не только победили с хорошим отрывом, но и получили наивысший балл по заочному этапу, за что были удостоены специального приза от спонсора мероприятия – компании ООО «Смартон».
Все участники Республиканской олимпиады получили сертификаты и памятные призы от нашего спонсора. Победители домой увезли дипломы, призы и брелки с гравировкой ВУЗа в качестве благодарности для своих руководителей за высокие результаты в подготовке студентов к научному мероприятию.
На олимпиаде царила атмосфера азарта, чрезвычайной заинтересованности и желания показать все свои знания и таланты. Ребята не только смогли проявить себя, они познакомились, узнали для себя много нового о других ВУЗах, получили заряд положительных эмоций и счастливые отправились осваивать новые «глубины» логистики.
Спасибо всем участникам за их работу! Спасибо членам организационной комиссии и членам жюри за их титанический труд в организации и проведении данного мероприятия. И особую благодарность хотелось бы выразить нашему спонсору – компании ООО «Смартон», которая порадовала ребят замечательными подарками.
Желаем участникам Республиканской олимпиады по логистике новых высот и новых свершений!