Chicago, United States: The report comes out as an intelligent and thorough assessment tool as well as a great resource that will help you to secure a position of strength in the globalMilitary Aerospace Simulation and Training Devices SalesMarket. It includes Porters Five Forces and PESTLE analysis to equip your business with critical information and comparative data about the Global Military Aerospace Simulation and Training Devices Sales Market. We have provided deep analysis of the vendor landscape to give you a complete picture of current and future competitive scenarios of the global Military Aerospace Simulation and Training Devices Sales market. Our analysts use the latest primary and secondary research techniques and tools to prepare comprehensive and accurate market research reports.

Top Key players cited in the report: Boeing, Lockheed Martin, Northrop Grumman, CAE, Thales, FlightSafety, CSTS Dinamika, Kratos, L-3 Communications, Rockwell Collins, Textron, BAE Systems, Rheinmetall, Bluesky, Moreget, Collins Aerospace, CACI International, Merlin Simulation, Rheinmetall AG

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The final report will add the analysis of the Impact of Covid-19 in this report Military Aerospace Simulation and Training Devices Sales Market

Military Aerospace Simulation and Training Devices Sales Marketreports offers important insights which help the industry experts, product managers, CEOs, and business executives to draft their policies on various parameters including expansion, acquisition, and new product launch as well as analyzing and understanding the market trends.

Each segment of the global Military Aerospace Simulation and Training Devices Sales market is extensively evaluated in the research study. The segmental analysis offered in the report pinpoints key opportunities available in the global Military Aerospace Simulation and Training Devices Sales market through leading segments. The regional study of the global Military Aerospace Simulation and Training Devices Sales market included in the report helps readers to gain a sound understanding of the development of different geographical markets in recent years and also going forth. We have provided a detailed study on the critical dynamics of the global Military Aerospace Simulation and Training Devices Sales market, which include the market influence and market effect factors, drivers, challenges, restraints, trends, and prospects. The research study also includes other types of analysis such as qualitative and quantitative.

Global Military Aerospace Simulation and Training Devices Sales Market: Competitive Rivalry

The chapter on company profiles studies the various companies operating in the global Military Aerospace Simulation and Training Devices Sales market. It evaluates the financial outlooks of these companies, their research and development statuses, and their expansion strategies for the coming years. Analysts have also provided a detailed list of the strategic initiatives taken by the Military Aerospace Simulation and Training Devices Sales market participants in the past few years to remain ahead of the competition.

Global Military Aerospace Simulation and Training Devices Sales Market: Regional Segments

The chapter on regional segmentation details the regional aspects of the global Military Aerospace Simulation and Training Devices Sales market. This chapter explains the regulatory framework that is likely to impact the overall market. It highlights the political scenario in the market and the anticipates its influence on the global Military Aerospace Simulation and Training Devices Sales market.

The Middle East and Africa(GCC Countries and Egypt) North America(the United States, Mexico, and Canada) South America(Brazil etc.) Europe(Turkey, Germany, Russia UK, Italy, France, etc.) Asia-Pacific(Vietnam, China, Malaysia, Japan, Philippines, Korea, Thailand, India, Indonesia, and Australia)

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Report Highlights

Comprehensive pricing analysis on the basis of product, application, and regional segments

The detailed assessment of the vendor landscape and leading companies to help understand the level of competition in the global Military Aerospace Simulation and Training Devices Sales market

Deep insights about regulatory and investment scenarios of the global Military Aerospace Simulation and Training Devices Sales market

Analysis of market effect factors and their impact on the forecast and outlook of the global Military Aerospace Simulation and Training Devices Sales market

A roadmap of growth opportunities available in the global Military Aerospace Simulation and Training Devices Sales market with the identification of key factors

The exhaustive analysis of various trends of the global Military Aerospace Simulation and Training Devices Sales market to help identify market developments

Table of Contents

Report Overview:It includes six chapters, viz. research scope, major manufacturers covered, market segments by type, Military Aerospace Simulation and Training Devices Sales market segments by application, study objectives, and years considered.

Global Growth Trends:There are three chapters included in this section, i.e. industry trends, the growth rate of key producers, and production analysis.

Military Aerospace Simulation and Training Devices Sales Market Share by Manufacturer:Here, production, revenue, and price analysis by the manufacturer are included along with other chapters such as expansion plans and merger and acquisition, products offered by key manufacturers, and areas served and headquarters distribution.

Market Size by Type:It includes analysis of price, production value market share, and production market share by type.

Market Size by Application:This section includes Military Aerospace Simulation and Training Devices Sales market consumption analysis by application.

Profiles of Manufacturers:Here, leading players of the global Military Aerospace Simulation and Training Devices Sales market are studied based on sales area, key products, gross margin, revenue, price, and production.

Military Aerospace Simulation and Training Devices Sales Market Value Chain and Sales Channel Analysis:It includes customer, distributor, Military Aerospace Simulation and Training Devices Sales market value chain, and sales channel analysis.

Market Forecast Production Side: In this part of the report, the authors have focused on production and production value forecast, key producers forecast, and production and production value forecast by type.

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COVID-19 Impact on Military Aerospace Simulation and Training Devices Sales Market Analysis, Size, Trends and Forecast 2020 to 2025| Boeing, Lockheed...

GlobalMilitary Simulation and Virtual Training Marketis analysed considering industry experts, to help produce maximum returns-on-investment as it provides clarity required to make informed business decisions. This research will help both established and new entrants to identify and analyse the market need, market size and competition. It explains supply and demand situation, competitive scenario, challenges to market growth, market opportunities and threats faced by the key vendors.Industry expertsproject Military Simulation and Virtual Training market togrow at aCAGR of 5.04%during the period 2020-2023

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About Military Simulation and Virtual Training To calculate the market size, the report considers the revenue generated from military simulations and virtual training solution providers. Our analysts forecast the Global Military Simulation and Virtual Training Market to grow at a CAGR of 5.04% during the period 2020-2023

TheTop Manufacturers/playersincluding:-

Bohemia Interactive Simulations, CAE, Fidelity Technologies, Kratos Defense & Security Solutions, L3 Technologies, Lockheed Martin, Rockwell Collins, Saab

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Market Segment of Military Simulation and Virtual Training Industry:

Market driver

Market challenge

Market trend

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Military Simulation and Virtual Training Market Report provides comprehensive analysis of-

Key Summary of Military Simulation and Virtual Training Market Growth Report:

In our market size and forecast determination efforts, in-depth secondary research was initially completed to realize an honest perspective of the market in each region. Extensive primary research was also administered by interviewing key executives from the industry. These interviews helped us to fill-in the info gaps after secondary research. Several secondary sources like encyclopedia, directories, and databases are wont to identify and collect information useful for this extensive techno-commercial study.

Key Questions Answered in ROY Military Simulation and Virtual Training Market Report:

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In the end, the Military Simulation and Virtual Training Market report makes some important proposals for a new project of the Military Simulation and Virtual Training Industry before evaluating its feasibility. Overall, the report provides an in-depth insight of Global Military Simulation and Virtual Training Industry covering all important parameters.

Table of Contents included in Military Simulation and Virtual Training Market ROY Report

PART 01: Executive summary

PART 02: Scope of the report

PART 03: Research Methodology

PART 04: Introduction

PART 05: Market landscape

PART 06: Market segmentation by end-user industry

PART 07: Market segmentation by application

PART 08: Geographical Segmentation

PART 09: A Decision framework

PART 10: Impact of drivers and challengesAnd Many More Parts Covered.

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Global Military Simulation and Virtual Training Market Analysis, Sales Revenue, Share, Size and Future Development and Expected Growth at CAGR of...

The report on the Cognitive Assessment Training Market offers elaborated knowledge on the Cognitive Assessment Training market. parts like dominating firms, classification, size, business atmosphere, SWOT analysis, and most effectual trends within the business area unit comprised during this analysis study. In this report, the global Cognitive Assessment Training market is valued at USD XX million in 2018 and is expected to reach USD XX million by the end of 2025, growing at a CAGR of XX% between 2018 and 2025. additionally to the current, the report sports charts, numbers, and tables that provide a transparent viewpoint of the Cognitive Assessment Training market. The dominant firms Cogstate Ltd.Bracket GlobalMedavante Inc.Quest Diagnostics Inc.ProPhase LLCCognifitEresearchtechnology Inc.Neurocog Trials Inc.Pearson Education area unit to boot mentioned within the report.

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The latest knowledge has been conferred within the Global Cognitive Assessment Training marketstudy on the revenue numbers, product details, and sales of the foremost corporations. additionally, to the current, this data conjointly includes the breakdown of the revenue for the Cognitive Assessment Training market additionally to claiming a forecast for a similar within the calculable timeframe. The strategic business techniques accepted by the noteworthy members of the Global Cognitive Assessment Training market have conjointly been integrated during this report. Key weaknesses and strengths, additionally to claiming the hazards encountered by the most contenders within the Cognitive Assessment Training market, are a fraction of this analysis study. The report conjointly categorizes the market into main product kind Hosted Assessment, Biometric Assessment andthe sub-segments Classroom Learning, Corporate Learning, Brain Training, Clinical Trials, Research of the Cognitive Assessment Training market are depicted in the report

The Global Cognitive Assessment Training marketreport includes a profound outline of the key sectors of the Cognitive Assessment Training market. each quickly and slowly growing sectors of the Cognitive Assessment Training market are examined via this study. Forecast, share of the market, and size of every s and sub-segment is getable within the study. The key energetic possibilities associated with the foremost quickly growing segments of the market also are a fracturing of this report. what is more, classification supported geographies also because the trends powering the leading regional markets and developing geographies is obtainable during this analysis study. the Global Cognitive Assessment Training market report wraps regions that area unit in the main classified into North America, Europe, Asia Pacific, Latin America, and Mideast and Africa.

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The report on the & what is more offers a written account factsheet regarding the strategic mergers, acquirements, venture activities, and partnerships widespread within the Cognitive Assessment Training market. outstanding suggestions by senior consultants on tactical defrayal in analysis and development may facilitate energetic entrants also as respectable firms for increased incursion within the developing segments of the Cognitive Assessment Training market. Market players may accomplish a transparent perception of the most rivals within the Cognitive Assessment Training market additionally to their future forecasts. The report conjointly analyses the market in terms of volume [k MT] and revenue [Million USD].

There are 15 Chapters to display the Global Cognitive Assessment Training market

Chapter 1,Definition, Specifications and Classification of Cognitive Assessment Training, Applications of Cognitive Assessment Training, Market Segment by Regions; Chapter 2,Manufacturing Cost Structure, Raw Material, and Suppliers, Manufacturing Process, Industry Chain Structure; Chapter 3,Technical Data and Manufacturing Plants Analysis of Cognitive Assessment Training, Capacity, and Commercial Production Date, Manufacturing Plants Distribution, R&D Status and Technology Source, Raw Materials Sources Analysis; Chapter 4,Overall Market Analysis, Capacity Analysis (Company Segment), Sales Analysis (Company Segment), Sales Price Analysis (Company Segment); Chapter 5 and 6,Regional Market Analysis that includes the United States, China, Europe, Japan, Korea & Taiwan, Cognitive Assessment Training Segment Market Analysis (by Type); Chapter 7 and 8,The Cognitive Assessment Training Segment Market Analysis (by Application) Major Manufacturers Analysis of Cognitive Assessment Training ; Chapter 9,Market Trend Analysis, Regional Market Trend, Market Trend by Product Type Hosted Assessment, Biometric Assessment, Market Trend by Application; Chapter 10,Regional Marketing Type Analysis, International Trade Type Analysis, Supply Chain Analysis; Chapter 11,The Consumers Analysis of Global Cognitive Assessment Training ; Chapter 12,Cognitive Assessment Training Research Findings and Conclusion, Appendix, methodology and data source; Chapter 13, 14, and 15,Cognitive Assessment Training sales channel, distributors, traders, dealers, Research Findings and Conclusion, appendix, and data source.

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Developments In Cognitive Assessment Training 2020 Insights On Trends, Revenue, Sales, Share, Production, Demand Globally - The Think Curiouser

CARY, N.C., Sept. 10, 2020 /PRNewswire/ --Tramazing and Zealic Solutions have entered into a partnership to engineer a completely new, more efficient way to train salespeople. A way that builds upon the recognized elements of successful sales training while adding innovative learning methodologies to drive sales performance. Engagement leads to learning, learning leads to adoption, adoption leads to application, and that application leads to better sales outcomes. Skill development coupled with a positive change in sales behavior is at the very heart of this partnership.

"There has been a lot of fantastic content and powerful sales training programs produced over the past several decades. The impact of that content and the associated training programs have created enormous wealth for companies and individuals. Some of the teachings are timeless and still work today. However, based on all of the changes happening throughout the world, and the impact on the business community, we felt very strongly that we needed to bring something different to the training industry, and we found that in Zealic Solutions," says Michael Norton, CEO and Founder of Tramazing.

Technology, artificial intelligence, and business intelligence have dramatically altered the way people buy and the way people sell. And now is the time for sales organizations to rise to the challenge by amplifying their selling skills and behaviors through transformative and adaptive learning solutions.

The Buying Journey Has Changed, The Sellers Learning Journey Must Change as Well

By combining decades of sales training experience, new learning methods, and a revolutionary platform, we are able to provide an adaptive learning journey and experience. This combined offering goes beyond meeting expected sales challenges that companies are facing today. This solution will equip sales teams to grow and win in an ever-changing business environment.

"We're here to disrupt the training industry. We began by looking at all the pieces that go into organizational transformation, thinking out of the box, with a focus on creating a dramatically better outcome. While we took all elements into consideration, we started with the creation of an innovative cloud-based platform, zEd. It was engineered to take organizations, like sales, through an adaptive learning journey aimed at the needs of the 'modern-learner' while making it fun and rewarding through a game-based user experience. This coupled with Tramazing's track record in sales training brings all the needed elements together for a complete solution that will change the transformation journey of any sales organization," says Chuck Piccirillo, CEO Zealic Solutions, Inc.

Sales enablement solutions are being developed very quickly to help sales organizations succeed in today's highly competitive market. Regardless of the "cool" factor and how easy-to-use these tools may seem, if the salespeople don't adopt the technology, the tools are no good. Engaging salespeople through asynchronous learning journeys that they can complete at their own pace and coupling it with virtual instructor-led training increases the likelihood of adoption and utilization of the sales processes and methodologies they are trying to learn and apply.

Media Contact Chuck Piccirillo 919-414-0529 247211@email4pr.com

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Tramazing and Zealic Solutions Have Formed A Powerful Partnership - Watauga Democrat

Telestax, a leading global communications platform as a service (CPaaS) enablement and application provider became the first in the industry to deliver a CPaaS Sales Certification Training program specifically developed for communications providers.

According to a recent report bySynergy Research Group, the CPaaS market is experiencing a 40 percent yearly growth rate, with IDC forecasting a market size of nearly$11 billionby 2022. As communications companies increasingly focus on bringing cloud-based APIs to their enterprise customers, the need for training, knowledge, and best practices has emerged.

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At Telestax, our global partners are heavily skilled at selling voice, SMS, UCaaS, and other telephony products, but oftentimes CPaaS is a new beast, saidVeena Vadgama, VP of Marketing for Telestax. We custom-designed a CPaaS sales certification program for these international sales teams. Telestax trainers bring to light the use cases and digital channels most relevant to the partners region. The results speak for themselves as upon completion of the training our partners have a host of leads and POCs to pursue, bringing significant revenue increases within three to six months on average. This ensures that sales teams are not only equipped, confident, and eager to sell CPaaS but that they are now dangerous when it comes to outshining the competition.

As a CPaaS enablement leader, Telestax has demonstrated the ability to prepare communications solutions with programmable voice and SMS, in addition to offering popular turnkey applications like two-factor authentication (2FA) and phone number masking. Ongoing education and support help to see these solutions through the sale to deployment.

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With both face-to-face and virtual training course options, Telestax has begun offering CPaaS Sales Certification Training to some of the largest organizations in the world, beginning withEurope,Asia, and theMiddle East.

The CPaaS Sales Certification Training from Telestax is a one-of-a-kind opportunity for those who understand how to sell telecom products but are now looking to sell cloud applications, saidNicholas Soo, EVP Voice & Mobility Sales from Telin, a subsidiary of Telkom Indonesia that manages digital and telecommunications business globally. In three days, we were able to train our sales team to effectively sell two-factor authentication, number masking, IVR, and more. The role-playing and live demonstrations included in the training helped our team feel confident bringing additional knowledge and expertise to their accounts. As a provider, this enables us to offer more value to our business customers.

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PR Newswire, a Cision company, is the premier global provider of multimedia platforms and distribution that marketers, corporate communicators, sustainability officers, public affairs and investor relations officers leverage to engage key audiences. Having pioneered the commercial news distribution industry over 60 years ago, PR Newswire today provides end-to- end solutions to produce, optimize and target content -- and then distribute and measure results. Combining the world's largest multi-channel, multi-cultural content distribution and optimization network with comprehensive workflow tools and platforms, PR Newswire powers the stories of organizations around the world. PR Newswire serves tens of thousands of clients from offices in the Americas, Europe, Middle East, Africa and Asia-Pacific regions.

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Telestax Launches the Industry's First CPaaS Sales Certification Training for Communications Companies, Carriers, and Operators - MarTech Series

Erin Mara has been vice president of talent management at BJs Wholesale Club for less than two years, but in that short time, shes made a huge impact.

I try to seize every opportunity to make things faster, better, Mara says of her career. I feel like thats one thing thats made me successful.

Mara didnt begin life planning to shake up the corporate world of learning and development. Like many learning leaders, she initially planned to become a teacher like her mother and father.

After growing up on a farm in Maine, Mara attended Middlebury College in Vermont, where she majored in psychology and minored in education. When she graduated she landed a job as a substitute teacher at a school in Colorado. It was great work, she says, but it wasnt paying the bills.

So Mara returned to the East coast and set her sights on the corporate world. She did a short stint as an executive recruiter, and then her college mentor helped her land a job at Staples. In the new job she was tasked with helping to improve customer experience in call centers for the office supply company. Thats where Mara discovered her talent for leadership and corporate learning.

Lessons learned at Staples

After observing how the Staples reps dealt with customer requests, Mara realized that the problem was not about process, but rather whether reps were empowered and trained to actually solve customer problems. This is where my psychology background came into play, she says.

Mara spent the next several years focused on improving customer satisfaction across Staples and helping to create a more unified customer experience. She moved up the ranks to director of customer satisfaction for retail, where she traveled the country, visiting stores and training teams. During that time Staples customer satisfaction scores increased by almost 1,000 basis points. It was really exciting to see that the work was paying off, Mara says. That was when I really realized that training was my passion.

She shared her ambition with the head of HR, who found her a role as director of learning and development for retail stores. He took a leap of faith on me and I just jumped right in, she says.

It was a smart move. Mara demonstrated a knack for learning leadership from the start, and within 15 months she was promoted to head of L&D development for Staples sales organization, where she focused on creating a centralized learning experience.

By that time she had figured out that the key to transforming a learning culture is to convince decision makers that you can add value to the organization. I had to gain credibility and trust, and you only have one chance to do that in the beginning, she says.

She spent several months meeting with sales leaders and discovered that the organizations decentralized approach to sales training was creating inefficiencies that lowered the perceived value of learning. The credibility had been lost with the business because we were really order-takers, not solution providers, she says.

She wanted her group to be seen as an enabler of business success, so she restructured sales learning into a hub and spoke model, with a single learning organization at the center, and specialized advisers to work with each department. When an adviser identified a learning need, they worked with instructional design and leadership development experts to craft learning experiences that would drive business outcomes and could be shared where relevant with other groups.

It was really successful and our credibility increased, which was a great career moment for me, she says. Mara was later asked to do the same thing for the supply chain organization, and Staples centers of excellence, and by the end of her 18 years with the company, she was senior director of L&D for Staples.

BJs comes calling

Mara might have stayed at Staples for her entire career, but when the company was bought by a private equity firm in 2017, she started thinking about her future. When a company is acquired by private equity it can be an awesome experience and opportunity, but theres also a big risk, she says.

Then BJs Wholesale Club reached out.

Headquartered in Westborough, Massachusetts, BJs operates more than 200 membership warehouse clubs across the Eastern United States. Mark Griffin had recently been hired as the new CHRO and was looking for a vice president of talent management to fill a critical area of HR.

Griffin wanted to reimagine BJs approach to learning and bring in leaders who could chart a new course. He was looking for someone who had the operational and technical experience to drive change and create a new learning culture. I needed someone who could become a strong voice in the corporation, who would be seen as a partner at the top of the house, and who had the presence to command respect and to work collaboratively, he says.

He thought Mara would be perfect for the role. Erin has incredible energy and excitement, and shes focused on making an impact, Griffin says. He was also impressed with what shed accomplished at Staples. She was a credible leader and thought partner at all levels of the organization. That resonated with me.

Griffin offered her the job. After initial hesitation, Mara listened to the advice of a few personal advisers who all encouraged her to make a move. It was one of those career moments that I needed to capitalize on, she says. So she said yes, and made the transition in November 2018.

She immediately found a kinship with Griffin, who had worked at CVS Caremark (now CVS Health) for 18 years before coming to BJs. If I was going to leave (Staples), I wanted to work for a great leader, she says. This just felt right.

Taking training to the floor

Before making any changes, Mara spent three months in the field, talking to leaders and staff and getting to know the business. She found that there was a significant opportunity to position the learning department as a partner to solve business problems. Training was on an island so far away that you needed binoculars to see it, she laughs. But she was not discouraged.

Mara was able to create a learning culture from scratch that she knew would thrive. To me, one of the most inspiring things to be able to do is to shape a culture, she says. The time she spent in the field helped her build the credibility with company leaders and managers to do just that. I needed to build their trust in me and my team so that they would know that we can do this.

Once she had a sense of the organization, Maras first goal was to improve training for club team members BJs Wholesale Club employs roughly 27,000 team members, and all club team members require training before they can work solo on the floor. For the most part, that training was deployed on a handful of computers off the sales floor that employees would gather around to watch. It wasnt learning. It was compliance, she says.

They didnt have a chance to practice the new skills, or to return to the lesson to check their work. It was a frustrating training experience and it created a lot of hidden expenses, says Dave Carpino, senior talent development manager for BJs. The lack of effective training meant most new hires had to shadow someone for two weeks before having the skills and confidence to work on their own, which added a lot of extra staff hours. That has a big impact on payroll, he says.

In response, Mara found a solution called PlayerLync, which is a mobile workforce enablement platform that lets frontline workers master skills on the job. Mara and Carpino worked with the technology vendor to deploy custom learning modules for BJ team members, using operational materials, store planograms and other content. Then they acquired five iPads for every club so team members could complete their training on the floor. The content can be downloaded directly to the devices, which eliminates bandwidth issues, Mara says. It enables people to take training without the use of Wi-Fi. Its spectacular.

The content is automatically delivered in small chunks with videos, pictures and checklists, making it easy for team members to learn new skills, like how to run a register, bake muffins or build an endcap. They use it as an on-the-spot coach, Carpino says.

The team is now working to create more small chunks of content to address every learning need in the club. By the end of the year, every team member in our club will have the right training at the right time for the right team member, Mara says.

The payoff of her first big training program proved Mara was right for the job. PlayerLync helped to drastically reduce the time it took to access training, such as job aids and how-to videos, from an average of five minutes before PlayerLync to less than 30 seconds with PlayerLync. Considering the wage savings, if you multiply this across 200-plus clubs and thousands of team members and managers, the efficiencies scale quickly. We saw a return on the investment in PlayerLync in less than a year, Carpino says. It was a huge win.

Leading with positivity

The success BJs had with PlayerLync made a powerful statement about the new learning culture at the company. Maras team didnt just deploy an e-learning solution; they identified a problem and found a solution that added measurable value for every club. She connected the day-to-day work to business strategy and generated business outcomes, Carpino says. It helps leaders to see that there can be a better way to do things.

Once club team member training was in place, Mara turned her sights toward club management. Managers were looking for more long-term career development and the tools to be better leaders. I took it as an opportunity to drive a culture of empathy and gratitude, she says.

Practicing positive leadership became the pillar of her new leadership development program, which her team rolled out in 2019. The program is provided by Corp/U, an organizational learning platform provider that partners with university faculty to help build critical leadership capabilities. The Positive Leadership Program is based on Kim Camerons world-renowned Positive Organizational Scholarship, which he teaches at the Ross School of Business at the University of Michigan.

Corp/U worked with Mara to develop a series of short leadership sprints. Each sprint lasts for 30 minutes, and they occur every day over a week. Then cohorts of learners gather to discuss the content and how it applies at BJs. Its about creating dialogue around leadership, she says. The sprints encourage leaders to think about how they do their jobs, and to share ideas about what works and what doesnt. Many of these group discussions occur virtually, giving managers from across the club a chance to troubleshoot challenges, share best practices and learn from their peers. They are learning, but they are also creating a culture of collaboration, she says.

Penny for your thoughts

The leadership development program includes a number of tools and activities to help managers transition the lessons to their day-to-day practice. For example, after learning about the importance of expressing gratitude, Maras team sent every manager a box of thank-you cards with instructions to write five thank-you notes to someone on their team.

The stories were just so incredible, she says, noting that many team members reported sharing the notes with their families and hanging them on the wall. Its simple tasks like that that are so powerful.

Another activity that has become part of the culture at BJs is to start every employee conversation by saying something positive about the work theyre doing. To get in the habit, managers are instructed to carry five pennies. Every time you say something positive, you push a penny from your left pocket to your right pocket, she explains. It is a way to make sure people are applying what theyre learning into the practice that theyre doing every day.

A bright future

So far, Maras changes have been well received. I think people are grateful to have me, she says. Shes gotten many thank-you notes from team members who are seeing the impact of the transformation and earning high engagement scores and company leaders are beginning to see the business impact of her efforts. In 2021, she plans to expand the leadership capability model across the rest of the company.

She still has a lot to do, but shes optimistic about the future and believes the time she spent getting to know the business and its pain points are helping her to make an impact. Before you can provide recommendations or a roadmap, youve got to understand what the day-to-day life is like and the challenges the company faces, she says. Thats how you build credibility.

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A chief of learning and positive thinking - Chief Learning Officer

A plan to use city sales tax dollars to train 40,000 San Antonio residents for higher-paying jobs not only could improve their livelihoods but could be a literal life-saver, the plans backers said Tuesday.

The coronavirus pandemic has exacerbated many of the citys existing problems, namely its entrenched poverty and economic segregation, officials say.

COVID-19 has hit hardest on the West and South Sides, parts of town that are poorer and overwhelmingly Hispanic and that have seen higher death rates from the virus than in any other part of the city.

City leaders and experts have pointed to low rates of health care access and high rates of chronic health conditions such as obesity, diabetes and heart disease in those parts of town as reasons why death rates there have been so high.

The thinking goes that equipping residents with the skills needed for jobs in higher-paying fields such as health care, advanced manufacturing and financial services that also come with health care benefits will lead to less death in the event of a future pandemic and better health outcomes in general.

The next time that something like this happens, maybe we wont have such a loss of life, District 4 Councilwoman Adriana Rocha Garcia, who represents the citys Southwest Side, told the Express-News editorial board.

On ExpressNews.com: San Antonio launches program to help those who lost jobs because of coronavirus pandemic

Passing the sales tax proposal known as Prop B in November would go a long way toward undoing decades of economic segregation, particularly on the citys East, West and South sides, officials said Tuesday.

This is our opportunity to change the trajectory of the growing income segregation in one of the largest cities in the country, Mayor Ron Nirenberg said.

Nirenberg, Garcia and District 3 Councilwoman Rebecca Viagran are asking voters to approve using a 1/8-cent sales tax to fund job training and college degree programs for those who lost their jobs because of the pandemic and for the citys poorest residents over four years, to the tune of $154 million.

This is an opportunity for San Antonians displaced by COVID to enter a career with a future, not just a job to cover next weeks bills, Nirenberg said.

Business leaders and city officials have long bemoaned the citys low rates of educational attainment, a phrase that refers to a persons highest level of education completed a fact that has already cost the city.

We know that there are some major headquarters that we missed out on landing here in San Antonio because of the educational attainment rate, said Viagran, who chairs the councils Economic and Workforce Development Committee.

The program funded by the sales tax would be on top of the $75 million the City Council pumped into job training as part of a $191 million economic relief package in early June. Those dollars are intended to help about 10,000 residents get back to work.

More than half of that amount $45 million is budgeted for stipends to help participants pay expenses such as rent and groceries so they can focus on completing their training and education. Those who qualify for those stipends will receive $15 an hour with the potential to receive up to $450 a week. Participants must spend at least six hours a week in an approved training program to get a stipend.

But the sales tax proposal would differ from that program in that it would not set aside funds for stipends, Nirenberg said, because its expected more people will be back to work by the time the program would kick in in fall 2021.

The proposal before the voters would still pay for wraparound services such as child care as well as emergency funding assistance for participants.

On ExpressNews.com: San Antonio mayor calling in heavy hitters for campaign to win voter approval of coronavirus economic recovery tax plan

Still unsettled is the fate of the Edwards Aquifer Protection Program, currently funded by the 1/8-cent sales tax that would be redirected for use on the workforce development plan.

The protection program, which buys land that feeds into the Edwards Aquifer to prevent development and protect the citys source of clean drinking water, has consistently been popular with voters since they first approved the program in 2000. However, renewing the tax that pays for the program will not be on the November ballot.

City officials have landed on a proposal to continue the program at about half the current funding, using other city money an option that has made supporters of the current program anxious. The city would use $100 million over a decade out of money it already receives from the San Antonio Water System and from bonds.

City Council will get a briefing on the proposal Thursday and is expected to vote on the proposal this month.

To Nirenberg, the city proposal is an improvement.

Its no longer on an expiring volatile regressive form of revenue that is getting very hard to justify when our citys income gap continues to grow wider and wider and the poor in this community are getting poorer, Nirenberg said. Weve rolled out a solution now that allows us to accomplish the aquifer protection program as well as make a historic investment in the disruption of poverty in our community and get San Antonians back to work post-pandemic.

The tax also currently pays for the construction of linear creeks and parkways, which Bexar County has pledged to continue. Nirenberg has floated the idea of including trails in future voter-approved bond programs.

Joshua Fechter is a staff writer covering San Antonio government and politics. To read more from Joshua, become a subscriber. jfechter@express-news.net | Twitter: @JFreports

Joshua Fechter is a reporter covering City Hall and San Antonio politics for the Express-News. He previously covered real estate, economic development, retail and tourism. Upon graduating from Moody College of Communication at the University of Texas at Austin in 2014, Joshua joined the Express-News in 2014 as a breaking news reporter for mySA.com.

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Using sales tax for San Antonio worker training program could improve health conditions in areas hit hardest by the novel coronavirus - San Antonio...

Global Sales Training Providers Market provides in-depth analysis of parent market trends, macro-economic indicators and governing factors along with market attractiveness as per segments.Global Sales Training Providers Market research report presentation demonstrates and presents an easily understandable market depiction, lending crucial insights on market size, market share as well as latest market developments and notable trends that collectively harness growth in the Global Sales Training Providers Market.

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Global Sales Training Providers Market Size, Share, Trends, CAGR by Technology, Key Players, Regions, Cost, Revenue and Forecast 2020 to 2025 - The...

The non-profit aims to foster the next generation, cultivate leaders, feed the talent pipeline and promote greater diversity and inclusion in wine, beer and spirits.

September 10, 2020 (New York, NY) Women of the Vine & Spirits,the worlds leading membership organization dedicated to empowering women and boldly pushing the wine, beer and spirits industry toward a more diverse and inclusive era, announced today its non-profit arm, theWomen of the Vine & Spirits Foundation,Ltd. 501(c)(3), has awarded scholarships to 42 deserving candidates, totaling $103,600 in total funds given in 2020.

The Foundation received 310 completedapplications from applicants in 24 countries, including: Australia, Cameroon, Canada, Curaao, Cyprus, France, Germany, Greece, Hungary, Italy, Kenya, Luxembourg, Mexico, New Zealand, Nigeria, Russia, South Africa, Spain,Switzerland, Turkey, United Arab Emirates, United Kingdom, United States of America, and Venezuela.

Education and personal development are essential means of empowering and advancing women with the knowledge, skills and self-confidence necessary to thrive in the alcohol beverage industry, saidDeborahBrenner, Founder & CEO, Women of the Vine & Spirits. Thanks to our generous donors, the Women of the Vine & Spirits Foundation is providing women with education, resources, role models and career advancement opportunities which is the cornerstone of our organization and Foundation.

The Foundation Committee is pleased to announce the following recipients of the 2020 Women of the Vine & Spirits Foundation Scholarships:

Women of the Vine & Spirits Foundation Scholarships:Supported by Our Generous Donors

Professional & Leadership Development Scholarship:Katrina Gall, Toronto, Canada;Corinne Keddie, Calgary, Canada;Veronica Mendoza, Glendale, CA.Student Educational Scholarship:Evelyn Alvarez-Mendoza,Santa Maria, CA;Adrienne Goppold, Charlotte, NC;Victoria Chavez, Napa, CA.Continuing Education Scholarship:Nadege Lark, Elmont, NY;Morgan Pressley, Belmont, NC;Sabrina Valles, La Mirada, CA.WSET Level 1 Award inWines:Samantha Kent, Carnation, WA;Magdalena Kuffel, Milan, Italy;Chrishon Lampley, Chicago, IL.WSET Level 2 Award in Wines:Nafeesah Hargrove, Waldorf, MD.WSET Level 2 Award in Spirits:Tiffany Jay, San Mateo, CA.WSET Level 3 Award in Sake:Allie Nault, Warrenton, VA.WSET Level 3 Award in Wines:Diana Hawkins, Rocky Bay, New Zealand.WSET Level 3 Award in Spirits:Katarina Corbo, Los Angeles, CA.WSET Level 4 Diploma in Wines:Simone FM Spinner, Lakewood, CO.

Women Behind the Wine Scholarships: Supported by Patron Donor E. & J. Gallo Winery

Master of Wine Scholarship:Florencia Gomez, London, UK.Master Sommelier Scholarship:Ellizabeth Benchimol, Herndon, VA.Elizabeth Smyth Student Scholarship:Martha Vicedomini, Washington, DC.Fuel Your Dreams Award:Terah Bajjalieh, Morgan Hill, CA;Taylor Henriquez, Sherman Oaks, CA;Saskia Tingey, Healdsburg, CA;Nicole Vejar, Oakdale, CA;Sheree Williams, Oakland, CA;LisaAnn Bear, Dixon, NM;Eboni Hayes, Austin, TX;Lauren King, Dallas, TX;Lindsey Johnson, New Berlin, WI;Rachel Trotter, Indianapolis, IN;Brooklyn Bain, Santa Rosa Beach, FL;Stephanie Love, St. Petersburg, FL;Daniella Sanchez, Lake Wales, FL;Diesha Banner, Apex, NC;Kelly Ann Evans, Raleigh, NC;Amanda Nicole Borne, New York, NY;Stefanie Schwartz, Brooklyn, NY;Jenilee Vazquez, Hartford, CT;Heidi Olson, West Bloomfield, MI;Desiree Harrison-Brown, Rockville, MD;Mallory Morris, Louisville, KY.

Overseeing the growth and development of the non-profit is Executive Director,Tara Davey, alongside theBoard of Trustees, led byDeborah Brenner, Founder & CEO, Women of the Vine & Spirits;Batrice Cointreau,President& CEO,byBC Wines;Alison Herman,Senior Counsel, Regulatory & Compliance, Southern Glazers Wine & Spirits; andRichard Tobin,CPA, CVA, CFF,Tobin & Collins, CPA, PA.

The 2020Foundation Committeeis comprised of the following individuals:Hannah Becker,Associate Attorney,Gray |Robinson, P.A.;Jennifer Chapin,SalesDirector,Control&Northeast, Branca USA;Batrice Cointreau,President& CEO,byBC Wines;Renata Franzia Price,National ChainManager, Bronco Wine Company; Jennifer Friedrichs,PA & DE State Market Manager, Uncle Nearest Premium Whiskey;Cindy Haas,VP,External Communications & Corporate Social Responsibility, Southern Glazers Wine & Spirits;Rachel Harris,VP,On Premise, Beam Suntory;Natalie Henderson,Principal, Corporate Communications & PR, E. & J. Gallo Winery;Maggie Henriquez, President & CEO, Krug Maison de Champagne;Julie Kinch, Founder, JK Leadership Advisors;Dr. Kathryn LaTour,Associate Professor, Wine Services Marketing, Cornell University;Rhonda Motil,VP, Marketing, J. Lohr Vineyards & Wines;Francie Purnell,Corporate Director, Retirement Plans, Scholarships &Foundations, Republic National Distributing Co.;David Rudman,Executive Director,USA, Wine & Spirit Education Trust;Stacey Townsend,Director, Sales Training &Education, Spirits,Constellation Brands;Judy Viera, VP, HR, Breakthru Beverage Group; andCindy Woodman, National Brand Manager, Shaw Ross International Imports. The Committee was responsible for reviewing applications and selecting finalists with guidance by Davey.

For more information about the various scholarships awarded visit womenofthevine.com/foundation.

The Women of the Vine & Spirits Foundation, Ltd.501(c)(3) is looking for donations to award scholarships in 2021. To donate, and learn more about donor levels and benefits visitwomenofthevine.com/foundationor contact Executive Director, Tara Davey at[emailprotected].

2020 Women of the Vine & SpiritsFoundation Donors

Patron ($100,000+):E. & J. Gallo Winery; Supporter ($5,000 $14,999):Southern Glazers Wine & Spirits,Titos Handmade Vodka,Vikera Tequila; Friend ($1,000 $4,999):Coravin,Funky Buddha Brewery,Montanya Distillers.

About the Women of the Vine & Spirits Foundation

The Women of the Vine & Spirits Foundation, Ltd. 501(c)(3) is thecharitable arm of Women of the Vine & Spirits. The Foundation provides scholarships and awards for the purpose of helping women advance their careers in the food, wine, spirits, beer, or hospitality industries through education, leadership, and professional development, as well as fostering gender diversity and talent development across the industry at large.For more information, please visitwomenofthevine.com/foundation.

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Women of the Vine & Spirits Foundation Awards More Than $100000 to 2020 Scholarship Recipients - wineindustryadvisor.com

That is a question, that when answered, could be worth a million dollars. If we are to be honest with ourselves, we have let the advertisers and misinformed marketers control the narrative on this conversation. We let this happen. Sorry. We did. Lets fix this, friends, and reclaim the conversation.

Can I be brutally honest for a moment?

The reason that many marketers and agencies do not like traditional media is because they dont receive a report to show their boss they are doing their job.

Yes, I said it!

I work with many smart marketers that buy digital and traditional media. They understand that marketing is a strategic process and not just an IGS feel-good show.

Consumers do not bend to the will of a marketer. Consumers buy when they are ready to buy, not when a company wants them to buy. Sure, if the advertisers offer is off-the-charts amazing, we can force buyers deep into the sales funnel, but how often does that really happen?

Wait. Ryan, do you hate digital marketing? NO! I love it.

In all of my media sales training classes, I preach my love for all marketing options. I just know that serious marketers use multi-channel or omni-channel marketing because it works.

The Association of Magazine Media tells us that as much as a 14 per cent lift in ad effectiveness comes when you combine media in marketing.

All-digital is not the answer, and we, as media salespeople, better start controlling the narrative.

Why? I predict that Generation Z, those born between 1996-2010, according to Forbes, will click less than our grandparents.

Why? Because they know that a click starts the tracking of them and they hate being tracked! So, Mr Marketer, if your plan is to get clicks, watch out.

So, how do we change the narrative? Here we go

The simple fact we need to get across is that most of your advertisers potential customers are not ready to buy right now. Sad, but true.

According to Steve Richard of sales consulting firm Vorsight, at any given time:

This means that 56 per cent of your potential customer base is set to give you NO immediate ROI on your marketing efforts.

Another 40 per cent of your potential customer base is set to give you minimal ROI on your marketing efforts.

Only 3 per cent of your potential customer base is set to give you immediate ROI on your marketing efforts.

But, wait, I need ROI right here and right now! I cannot buy media that does not give me ROI. The real question ad salespeople need to be asking is what does ROI actually mean to that particular advertiser?

The definitions are varied and often hidden from us unless we dig. It is our duty and obligation to dig deep and ask for specifics. Managing advertiser expectations is critical in todays media environment.

Talk to advertisers about this and control the narrative.

New findings from B2B research, ratings and review companyClutchreveal that 82 per cent of people admit to having purchased a product or service from a company as a result of consuming content.

They like content that is relevant and important to them. TV shows. Blogs. Magazines. Videos.

The 56 per cent of buyers that are NOT set to give you any immediate ROI are very critical to an advertisers revenue success. That 56 per cent will move to buyers at some point. The other ~40 per cent are pretty darn close to being a buyer too.

Yet, neither group is going to immediately engage with your advertiser, and so they will not see ROI on that marketing effort. Its not that the marketing is not working. The marketing just has not workedyet.

When you marry your marketing message to quality content, you are engraining your brand into the potential buyers mind using frequency in a format that is not intrusive and does not require a click or ROI type of action.

When a potential buyer moves from that 56 per cent group to the 40 per cent group will they choose your advertiser or another company?

Marketing is a strategic process that truly cannot be managed like a day trader on the stock market looking for quick cash. In my ad sales training webinars, I consistently say: consumers buy when they are ready to buy, not when you are ready to sell. Period!

Talk to advertisers about this and control the narrative

John Wanamaker, the founder of what would become Macys, is famous for his marketing quote, Half the money I spend on advertising is wasted; the trouble is I dont know which half.

Fast-forward 100 years and, in my opinion, we are still facing nearly the same dilemma because Google gets credit for almost all the marketing that occurs.

We run a quality ad campaign with print ads, e-newsletter marketing, retargeting and social. Then we start looking at reports. Wait, there is not a report from the magazine or newspaper. OMG! So, print advertising must not be working.

Not true!

But waitadvertisers say that everyone they ask says they found me on Google. Well, duh. That is because when customers see a print ad or hear a radio ad they immediately search on their phone for more information.

Talk to advertisers about this and control the narrative.

Many advertisers are expecting immediate ROI on products that are not priced at $19.99.

But wait, theres more.

Direct response marketing is all about making things happen now. It packages thevalue propositionandcall to actionall-in-one to take a prospect from consideration to decision faster.

If your advertiser is not selling a product or service that can be sold fast and by showcasing massive perceived value, they should not be expecting immediate ROI like running a late-night TV ad for a set of Ginsu knives.

Talk to advertisers about this and control the narrative.

BIA Advisory Services reports that traditional media had 60 per cent share of the overall local media spend in 2019 $89.2 billion with digital ad revenue at a 40 per cent share, with $59.5 billion.

The numbers are nearly the same for national ads, with traditional still at 51 per cent of the media buys, according to eMarketer.com.

Traditional media is not dead. The marketing mix has evolved and that is good for us all.

Most often when an advertiser says that no one reads the paper or watches local TV, they themselves do not engage with that exact media. Thus, they feel that no one else does either. This survey of one is deadly and, if left unchecked, spreads like wildfire.

I teach all my ad sales training clients to STOP the survey of one with this polite retort:

May I ask you a question? Whatever you answer will not offend me in any way. Do you read magazines?

He replies no.

You reply, It is not surprising to me that you would say no one reads the magazine when you do not read it yourself. Its ok. My job as an advertising salesperson is to show you that even though you do not read the magazine, I have 22,500 readers who are a perfect customer for your company. This conversation should not be about what you or I like or dislike. It should be about engaging with your customers in whatever media they consume and enjoy.

Talk to advertisers about this and control the narrative.

I hope you love media as much as I love media. I absolutely love it. But, controlling the narrative means we need to be well trained and rehearsed on this issue.

Write down the three or four most common ROI objections you hear weekly. Make some flash cards. Rehearse your answers with different people. Get good at the debate, but always be respectful in your conversations.

Remember, if ad sales was an easy job, everyone would be doing it. And they are not. So, own it and love it.

Ryan Dohrn is the creator of the360 Ad Salestraining system and an internationally recognised media revenue consultant. Dohrn runs a popularYou Tube channelandpodcast.

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How instant gratification syndrome has ruined advertising - Niche Publishing Network