How to convert plans and procedures to video and eLearning

 

 

Introduction

Get rid of written content that no one reads or takes too long to reference and understand. Convert your message to a more dynamic and relevant format such as video or online eLearning, without spending a fortune. Read on if you want to update your plans and procedures or better communicate your message with suppliers, partners, staff, customers, and other stakeholders.

By the end of this article you will have a strategy and solution to converting old documents, plans and procedures to dynamic, content rich and informative videos to be used in isolation or as part of an eLearning suite.

Convert Plans to video and elearning

Preparation

Your current plans and procedures may not be in the best or most logical format for conversion to video. You need to convert them to a more script-orientated version. Use your current or revised table of contents and created each chapter as if you were creating an episode of a television series.

Break each section or sub-chapter down into manageable segments of a few hundred words each.

Map out your images, backgrounds, and characters in advance. If you have key visuals or images related to your content (the whole point of the conversion), ensure you have them mapped to your script. Backgrounds can be used in conjunction with audio, text or even the utilization of a green screen addition. Ensure you characters, those that will feature or speak in the recordings are prepared, rehearsed or clear on how you are going about this and what you are trying to achieve.

Set up your hardware in the best environment that you want to replicate. If you want a clear, unaffected audio and video outcome, use a studio. If you want ambient noise and the real feeling from a workplace or location, shoot live.

Create your introductory and closing sequences in advance, so you can focus on the content recording and creation elements exclusively.

Process

Shoot short segments, using your shortened scripts. If you are doing just audio, don’t aim for perfection unless you have voice over talent. If recording for the first time, remember you are speaking to people so include inflection in your voice and make elements conversational or informative, not a monotonous monologue.

Ensure your project is rich with images and relevant content and build on key points with stages or animations. If you’re using text, limit it to no more than a single sentence per point or message.

File all your raw footage in to the corresponding chapters and subsections. Introduce manageable segments to your editing platform in groups of 3-8 only so as to avoid data loss or crashes.

Create thumbnails of each chapter for use later in eLearning systems.

Add your meta data such as electronic chapters and markers as you go. Use these for later electronic navigation guides.

Don’t add or modify effects such as transitions, Ken Burns, callouts, annotations and the like at this stage.

Editing

Once you have your subchapters and chapters ready, begin the final edit. Add all your opening and closing sequences, along with identifiers such as chapter, title, outcomes, etc. Also add all your transitions and effect but don’t overdue it as it will taint the entire outcome.

Allow twice the time it took to record for editing. And ensure you watch final sequence in both fast and normal time for clarity.

Once complete, render the video into a format that is best suited to your final streaming or viewing site. Also ensure the size and format is compatible with your final platform too.

Final Version

Ensure you modify the audio and frame rates for online streaming of you are using the final product for eLearning or video streaming.

Format the resolution and size to fit within the parameters of the system or platform. Pay particular attention to text and fine graphics so as not to loose the message or content due to resolution reductions.

Consider having your online platform host and stream the video message rather than relying on desktop software, extensions and other add-ons that may cause conflicts or limit the experience for some or many users.

Offer the format with both video and printed/downloadable written content to support all learning styles. Also include an audio or podcast version for audio exclusive streaming.

Publishing

Convert Plans to video and elearningLoad the video files to a public or private site. If using a public platform such as YouTube, ensure you select the appropriate security or embedding options for singular viewing or integration with other sites. Only use captioning if you have prepared this in advance and don’t rely on provider versions.

If using a private system, consider all issues such as access, audience, formats, enhancements, tracking, etc. Load videos in accordance with your table of contents and structure of the original or revised content. Add thumbnails to each chapter for visual navigation and referencing.

Provide a site map or hyperlinked directory for speedy access to select elements or return/revision sessions.

Add a tutorial or instructional video to the front to the eLearning to aide in navigation, use and comprehension of the objectives. You can even add a message from the CEO or senior executive/s.

As plans or procedures get updated or replaced, only replace those that need modification and send notification of changes.

The entire system can be set up on drip feed to send a video or message on a regular, scheduled basis to select or group audiences to promote knowledge and use of the system.

Consider embedding links and references in other formats such as PDF or other standing documents.

Any business or department can utilize this process or system to create excellent and informative video to replace or even enhance most policy and procedures. All this can be achieved using cost effective tools and systems.

Conclusion

Now you can get rid of written content that no one reads or takes too long to reference and understand. Immediately set about converting your message to a more dynamic and relevant format such as video or online eLearning, without spending a fortune. You know now how to update your plans and procedures and better communicate your message with suppliers, partners, staff, customers and other stakeholders. Don’t waste any more time, at least try to make an introductory version, then set about modernizing your plans and procedures into a more engaging and usable version.

How to convert plans and procedures to video and eLearning

 

 

Introduction

Get rid of written content that no one reads or takes too long to reference and understand. Convert your message to a more dynamic and relevant format such as video or online eLearning, without spending a fortune. Read on if you want to update your plans and procedures or better communicate your message with suppliers, partners, staff, customers, and other stakeholders.

By the end of this article you will have a strategy and solution to converting old documents, plans and procedures to dynamic, content rich and informative videos to be used in isolation or as part of an eLearning suite.

Convert Plans to video and elearning

Preparation

Your current plans and procedures may not be in the best or most logical format for conversion to video. You need to convert them to a more script-orientated version. Use your current or revised table of contents and created each chapter as if you were creating an episode of a television series.

Break each section or sub-chapter down into manageable segments of a few hundred words each.

Map out your images, backgrounds, and characters in advance. If you have key visuals or images related to your content (the whole point of the conversion), ensure you have them mapped to your script. Backgrounds can be used in conjunction with audio, text or even the utilization of a green screen addition. Ensure you characters, those that will feature or speak in the recordings are prepared, rehearsed or clear on how you are going about this and what you are trying to achieve.

Set up your hardware in the best environment that you want to replicate. If you want a clear, unaffected audio and video outcome, use a studio. If you want ambient noise and the real feeling from a workplace or location, shoot live.

Create your introductory and closing sequences in advance, so you can focus on the content recording and creation elements exclusively.

Process

Shoot short segments, using your shortened scripts. If you are doing just audio, don’t aim for perfection unless you have voice over talent. If recording for the first time, remember you are speaking to people so include inflection in your voice and make elements conversational or informative, not a monotonous monologue.

Ensure your project is rich with images and relevant content and build on key points with stages or animations. If you’re using text, limit it to no more than a single sentence per point or message.

File all your raw footage in to the corresponding chapters and subsections. Introduce manageable segments to your editing platform in groups of 3-8 only so as to avoid data loss or crashes.

Create thumbnails of each chapter for use later in eLearning systems.

Add your meta data such as electronic chapters and markers as you go. Use these for later electronic navigation guides.

Don’t add or modify effects such as transitions, Ken Burns, callouts, annotations and the like at this stage.

Editing

Once you have your subchapters and chapters ready, begin the final edit. Add all your opening and closing sequences, along with identifiers such as chapter, title, outcomes, etc. Also add all your transitions and effect but don’t overdue it as it will taint the entire outcome.

Allow twice the time it took to record for editing. And ensure you watch final sequence in both fast and normal time for clarity.

Once complete, render the video into a format that is best suited to your final streaming or viewing site. Also ensure the size and format is compatible with your final platform too.

Final Version

Ensure you modify the audio and frame rates for online streaming of you are using the final product for eLearning or video streaming.

Format the resolution and size to fit within the parameters of the system or platform. Pay particular attention to text and fine graphics so as not to loose the message or content due to resolution reductions.

Consider having your online platform host and stream the video message rather than relying on desktop software, extensions and other add-ons that may cause conflicts or limit the experience for some or many users.

Offer the format with both video and printed/downloadable written content to support all learning styles. Also include an audio or podcast version for audio exclusive streaming.

Publishing

Convert Plans to video and elearningLoad the video files to a public or private site. If using a public platform such as YouTube, ensure you select the appropriate security or embedding options for singular viewing or integration with other sites. Only use captioning if you have prepared this in advance and don’t rely on provider versions.

If using a private system, consider all issues such as access, audience, formats, enhancements, tracking, etc. Load videos in accordance with your table of contents and structure of the original or revised content. Add thumbnails to each chapter for visual navigation and referencing.

Provide a site map or hyperlinked directory for speedy access to select elements or return/revision sessions.

Add a tutorial or instructional video to the front to the eLearning to aide in navigation, use and comprehension of the objectives. You can even add a message from the CEO or senior executive/s.

As plans or procedures get updated or replaced, only replace those that need modification and send notification of changes.

The entire system can be set up on drip feed to send a video or message on a regular, scheduled basis to select or group audiences to promote knowledge and use of the system.

Consider embedding links and references in other formats such as PDF or other standing documents.

Any business or department can utilize this process or system to create excellent and informative video to replace or even enhance most policy and procedures. All this can be achieved using cost effective tools and systems.

Conclusion

Now you can get rid of written content that no one reads or takes too long to reference and understand. Immediately set about converting your message to a more dynamic and relevant format such as video or online eLearning, without spending a fortune. You know now how to update your plans and procedures and better communicate your message with suppliers, partners, staff, customers and other stakeholders. Don’t waste any more time, at least try to make an introductory version, then set about modernizing your plans and procedures into a more engaging and usable version.

3 Steps to Using Social Media for Crisis Communications

 

 

Introduction

Use social media to protect your brand and drive your message during routine and crisis communications. Read this article to find out how to use social media to measure the effectiveness of your communications, collect intelligence on what is being said about you or brand, constructing an effective communications campaign and how to best position, engage or dominate the conversation with your content.

By the end of this article, you will have the best defensive and offensive plan to utilize social media technologies during routine and crisis communications to protect and preserve your brand and reputation.

social media for crisis communications

1. How to measure effectiveness

Search engines measure and log just about everything that gets entered into their tools, so should you. Use the very tools that return search results or place you in the public eye to find out how effective your message has been and how wide it has been circulated.

Forget conventional press releases or the over reliance of agencies to do this, check and monitor yourself.

Use an analytics tool to identify where recent traffic has originated from and the volume associated. Separate the targeted traffic that has come in via a specific message and that of routine or random sources. Google analytics is the most common.

Place the title of your message or content in quotation marks and place it into a search engine. See where or if you appear on the first page. If you’re not on the first page, it doesn’t account for much. Also see how much completion you have for this message or title and monitor the results. Check all the alternates such as news, videos, blog, etc. to see where/if you rank there also. Constrain the results to the time period of your crisis or message, such as the past 24 hours and monitor the results.

Put the link to your page into a ranking tool that shows you what pages and titles your page or site is currently ranking for and monitor/evaluate the results.

Set up alerts or monitoring tools to advise you if/when similar, related or your content about the issue is published anywhere on the internet.

This approach is best used when you have a message or in order to review your most recent actions. It is highly recommend that you use the next step of collecting information and intelligence before you even get to this stage as it will always provide more effective and consistent results.

2. How to collect information and intelligence on your brand and your critics

Utilize some of the previously mentioned tactics but widen your search to include your brand, names of critics or associated terms.
Use a tool like Google Insights or Google Trends to track the popularity and origin of the bulk of the interest or traffic seeking information about your event, brand or reputation.

Calculate the page rank of your website, and that of critics, to determine who will have the highest ranking or widest voice when they publish updates or content. Do this by putting your website address into a page rank checker tool.

Conduct a comprehensive analysis of the top 10 sites associated with your message or event. Determine the age of the domain, backlinks, page rank, percentage of content related to topic and audience it reaches. This will help you to assess if you will ever reach the first page or help identify threats and allies.

Take the website URL from a site, page or source that you have identified as being concerning or threatening and put it into a search engine in quotation marks. The result will help you determine how many other sites have used or referenced this content by the number the search engine returns between your search content and results.

Assess and measure how many fans, subscribers or followers a site or release channel has to help calculate the audience and breadth of release.

Build your own communities, fans, networks and channels for routine and crisis communications long before you ever need them. You cannot dominate the Internet or search engines overnight. You need a wide base, consistent message, quality content and establish platform that helps with routine communications but can also aide during crisis or emergency to ensure you get your side of the story public or at the very least provide a balanced view.

Use multiple social media channels and keep the profile and message consistent. Only create secondary or linking networks after you have done this step.

Don’t ever use holding statements or generic, advance content in the assumption it will provide any benefit during a crisis.

3. Constructing a campaign to engage, position or dominate the conversation

Once you have isolated the key terms, keywords or topics using the previously identified methods, build one or more campaigns around this subject. Forget what terms you think are important (unless you have confirmed you have the lead on this and can influence the development of the message) and build your campaign around this phrase/s.

First create a written message. Keep it around 400-700 words. Ensure it has the key phrase in the message approximately 2-5% of the overall content. Put the keyword in the title. Then use this first message as a press release, blog update, article and audio script.

Create an audio version of the message, again with the same metrics. Prepare this release for podcast style release and convergence with images for a short video.

Create a video, using screen capture, video editing, camera or even smart phone. Ensure the video and audio have written scripts. If you created them without scripts, have them transcribed. Release the video and script as a joint release.

Publish all your content using burst and timed release tools. Ensure you are communicating on this issue more than your loudest or most prolific critic. Use all channels within social media spectrums such as YouTube, Twitter, Posterous, Tumblr, Facebook, etc.

Promote across channels, such as tweeting a video, commenting on a blog, bookmarking a press release.

Now drive traffic to these releases, engage, monitor, update and contribute.

Rinse, repeat and do it again.

Rinse, repeat and do it again. Yes, keep doing it for as long as it takes to be seen, heard or appear on the first page.

You won’t have time to learn and establish this kind of system overnight so you need to have it scoped, developed and established in advance. If not, have a system for creating and distributing your content in the shortest possible time. Under 1-3 hours in most cases.

Social Media.Search Engine Marketing Melbourne.Strategy.Image

Conclusion

Now you know how to protect your brand and drive your message during routine and crisis communications using social media. In this article we covered how to use social media to measure the effectiveness of your communications, collect intelligence on what is being said about you and your brand, constructing and effective communications campaign and how to best position, engage or dominate the conversation with your content.

Immediately review your current strategies and understanding of using social media to communicate for routine and crisis communications and compare it against this seasoned and proven approach. Make changes now to ensure you are both ready and capable for the daily and extra ordinary demands of online communications using social media.

Crisis and Emergency Blogging for Business

 

Crisis and Emergency Blogging For Business

In this professional training video Tony Ridley demonstrates the best way to set up and manage a business blog for crisis and emergency communications. The video has tools, recommendations and other solutions to setting up fast, free or professional corporate crisis and emergency blogging for business

Note: Wait a a few moments for the video to play, depending on your internet connection.

 

 

Why the London riots created a greater business travel threat than a terrorist attack

Why the London riots created a greater business travel threat than a terrorist attack

 

Introduction to the London riots business travel threat

If you have business travel to London, you need to read this article. In this article you will discover why the London riots created a greater business travel threat than a terrorist attack. We will examine the threat posed by the London riots and demonstrations, terrorist attacks and resulting travel delays, disruptions and changes. At the end of this article, you will have a specific understanding of the required business travel management response and awareness as to why this will happen again.

The London riots and demonstrations has resulted in one of the largest business travel disruptions of 2011.

London Riots and Demonstrations

 

The London riots and demonstrations have come as a complete surprise to many. It is not a unique event and certainly not unique to the UK. The scale, violence, fire and failure of the authorities is often something expected in other countries but the lack of preparedness for destinations like the UK is common and widespread. Therefore, the lack of preparedness and last minute scramble to respond and the inability to avoid major business travel disruptions are widespread as a result.

Due to the footprint of disruption, many routes and modes of transport have been negatively affected. Simple commute from the airport, trains and ports to planned accommodation options have been altered and continuous review of hazard or threat assessment are required. Furthermore, travel support providers such as taxis, hotels, restaurants, emergency services an other basic amenities have also been affected, to varying degrees.

Travel and risk managers need to immediately identify:

 

London riots.travel risk management.Tony Ridley

London Riots Business Travel Threat

 

 

  • Affected areas,
  • Degree of threat,
  • Affected and exposed (inbound and outbound) business travellers,
  • Arrival/departure points,
  • Safe and non-affected areas,
  • Mitigation or eradication options,
  • Cost of implementation,
  • Funds available,
  • Emergency support,
  • Accommodation options,
  • On-going or developing events,
  • Social or non-business activity,
  • Insurance claims and compliance requirements,
  • Cancellation criteria,
  • Resumption of travel criteria,
  • Extended event plans,
  • Travel alternatives (domestic and international)

 

The London riots have affected multiple support systems related to business and leisure travel. Any leisure travel disruptions will further compound business travel threats such as decreased accommodation options, airport congestion and increased public transport demand. Even simple actions like withdrawing money from an ATM will prove a challenge and compound the hazard/s.

The London riots have had a prolonged affect on UK business travel sector, far greater than the majority of terrorist attacks. Further affects such as planning and preparation for the 2012 Olympics will also contribute to the lingering affects.

A lack of planning and subsequent response capability by businesses could constitute a failure of duty of care, due diligence, corporate social responsibility, workplace health and safety or other related legislation.

Terrorist attacks less of a business travel threat than London riots

With the exception of the Mumbai terrorist attacks, most have limited business travel disruption and only affect a narrow band of business travellers. Inclusive of the Mumbai terror attack, terrorist attacks typically have clearly defined threat elements (terrorist, bombings, gunfire, etc) whereas the London riots is a constantly changing and unclear threat. Most business travellers will be unprepared for such decision making demands and lack sufficient experience to make consistent and safe decisions.

Most contemporary business travel risk management systems focus on location and plausible event threats, then seek to inform or prepare travellers for the best results to mitigate or eliminate the hazards and threats. Therefore, the bulk of business travellers will not be prepared or educated on how to respond in London, with such wide spread disruption and threats. Few will have residual knowledge from information and preparation for such events in other locations, considered more likely to be medium to high risk. Many of the supporting business travel management departments and managers will be equally unprepared and resourced.

A terrorist attack and other similar violent crimes would have a much smaller footprint of disruption, not affected such a wide business travel demographic, not affect business travel support providers so comprehensively or have such a prolonged impact on all exposed.

Routine travel delays, disruptions and changes represent one of the most persistent and probable travel risk management issues.

Travel delay, disruption and changes

Change management and the decision making involved is one of the most commonly accepted workplace hazard concerns. This is equally relevant to business travel and business travel threats.

The instinctive and guided response of business travellers to any delay, disruption or change can significantly affect the outcome of any spontaneous or new hazard as it presents. Particularly when this is the first level of response, before support options and resources can be activated or come into affect.

Travel delays have been triggered due to airport and airline workers unable to get to work, taxi drivers not able to refuel vehicles, hotels and staff overwhelmed, business travellers unprepared and convergence of business and leisure travellers upon all available exit travel nodes.

Access to information, at all levels, the ability to consume and process all the options and explore alternatives is imperative in this and similar travel disruption events. Crisis leadership will succeed more frequently than simple crisis management, to which are dependent upon timely and accurate information from all available resources.

Unfortunately, many will fail to fully understand the gravity of the events, the threats posed and respond or prepare accordingly. While many others exposed will chalk it up to another force majeure or random act that is just part of the rich experience of international travel. Courts, business travellers and peer review increasingly do not share this flippant view.

This scenario and lack of preparedness has been played out numerous times in recent history. Volcanos, volcanic ash affects, Japan’s tsunami, airport closures, airline failure and many others have caught business travellers and managers alike unprepared. This disturbing trend will continue.

Conclusion: London riots business travel threat

 

You should now see why the London riots have a far greater impact and threat to business travellers than you may have originally thought. We have examined the business travel threat posed by the London riots, terrorist attacks and resulting travel delays. You now have a specific plan for this and similar events and the required business travel management and response. This will happen again. Perhaps not in London, perhaps not a city wide demonstration but this kind and scale of business travel disruption event will happen more than once before the end of 2011. Review your plan and make the necessary enhancements now.

Why the London riots created a greater business travel threat than a terrorist attack

Tony Ridley

Social Media For Hotels

Social Media For Hotels

 

Social Media for Hotels

Social Media for Hotels

Introduction to Social Media for Hotels

When it comes to social media this is what every hotel owner and managers should know. In this article we will examine hotel buyers, hotel marketing and online opportunities using social media and other online marketing options. By reading this article it will put you in the top 10% of hotel marketers and online sales that will generate greater customer interest, engagement and conversions. Upon reading this article you will have the insight and basic framework to commence or review your online marketing plan immediately.

Hotel Buyers Use the Internet and Social Media

 

Increasingly buyers or those looking for accommodation and hotels are using the internet and other social media tools. The demand is measurable using Google’s suite of research and analytical tools. Current trends show a month-on-month and year-on-year growth as buyers turn to the internet to find hotels and deals.

Over the past couple of years, buyers no longer just use the search engines to find accommodation and hotels but they share and collaborate with friends in social networks, blogs and review sites. Much of this is outside of the hotel and accommodation sectors marketing focus and direct control. However, the impact benefits can be huge.

With continuous changes to the internet, consumer trends and buyer demands, greater options and variation is available to buyers in order to make an informed decision. These options range from video, blogs, reviews, articles and site specific content or deals.

Key platforms used by buyers, and those that rate very well on search engines are: Twitter, YouTube, Facebook, LinkedIn, Slideshare, Blogspot and many more. It is not the platform that is important but the context and manner in which the search is conducted and influencing the outcome of the results.

Hotel buyers are seeking solution to general questions and needs such as “cheap deals”, “accommodation”, “location X”, “hotel stays” and “location hotels”. These searches are where the measurable and buying traffic originates but hotels and accommodation providers have been very slow to adapt and capitalize on this money market sector. All too regularly, buyers are not meeting sellers and hotel owners are not getting as much business as they could if they adapted to change.

Hotel Marketing Out of Sync

 

Most hotels and chains believe the solution to their future is with the collective booking sites and on-sellers of hotel deals and packages. This is simply not true. If anything, the search engines are increasingly penalizing these sites as they show less-and-less favor for returning results to a general search that leads them to yet another search engine and search requirements on a non-targeted site. In short, they constitute a competitive option to the search engine providers. More targeted and relevant sites will ALWAYS get preference over generic or aggregated sites, the only reason this is not currently reflected in all searches today is that there is not enough targeted, quality options to return for these searches, so the search engines have to show something, or loose business themselves.

A recent survey and audit we conducted of over 250 hotels, showed that less than 10% of sites and hotels/accommodation providers had even the most basic of strategies to connect them to 90% of their market. The primary reason for this is two fold. The first is that like many businesses their online presence is that of a legacy approach, often stemming from when they first set up their sites and online footprint many years ago. The internet, consumers and choices have increased exponentially but they have not kept pace and in many instances older, more established brands have lost online market share to newer more dynamic and in-sync providers. The second reason is the industry itself. Running and managing a hotel or accommodation facility is not an easy undertaking and most likely a 24 hour task. The hourly and daily demands means that owners and managers tend to get more entrenched with the here and now issues than that of market trends, changing buyer patterns and adapting to new technology. While many people have experience and training in traditional business practices such as management, finance and traditional marketing, surprisingly few have any training or experience in contemporary marketing, social media or internet marketing.

Marketing is all about appearing where your customers are found or looking. Businesses provide an address, phone number, website and even a fax number to aid customers in finding and communicating with them. Why then do they appear in other areas or formats for customers to engage and communicate? Given the hundreds of social media and online options, if a hotel or accommodation provider is not present in at least 4 of those locations, then they are at an extreme disadvantage and will progressively loose market share. There is no rule that states “You may only have one website” nor is there one that states “You will never appear more than once on the front page of a Google search”.

Most of the online opportunities for hotels and accommodation providers goes unrealized, a few are making good on the low cost of entry, smart targeting, continuous value and relating to customers like never before to grow their business and even dominate local and online markets.

Online Opportunities with Social Media for Hotels

 

With the slow adaptation and lack of understanding amongst the hotel industry, providers and marketing teams from hotels and accommodation suppliers can still get incredible results in short periods without massive outlays. With a calculated and systematic entry or review, hotels can reduce their cost of acquisition, increase up sell opportunities and create a greater repeat business model.

Social media is an ideal “vehicle” for distribution of content. Not just content for the sake of content but valuable and relevant content to those that care or want to consume this and more on their ideal topics. Create your own subject specific “channel” for communication.

The first step for hotels is to conduct a keyword, online analysis to see what are the most common and frequently used terms and expressions for their business offering. Not their brands or services. The next step is to listen; that is watch and listen what is being said and distributed about their respective niche. Find out what consumers are looking for, what they are say, how they view competitors and above all determine what they need to get more of in the way of hotels, accommodation, food and meeting venues. Next hotels need to speak, on their passion, there offering and their knowledge of the location and things in the vicinity of their hotel or accommodation. This provides opportunity to promulgate information and establish what works and what doesn’t. It does take time and practice. If it were easy, everyone would have already done it but it is easier than most think. Lastly, it is time to engage. Have two way conversations. Listen to what is said about you, your services and your offering and engage. Honestly an sincerely, not in a fake or prefabricated manner. This is a human-to-human process not corporate to individual. Those days have passed.

Conclusion: Social Media for Hotels

Now that you understand the importance of getting your social media for hotels and online marketing approach correct, you should immediately compare your current approach to the optimized one we have outlined here. In this article we have covered hotel buyers, hotel marketing and online opportunities using social media and other online marketing options. If you put this to immediate use, you will see improvement and significant potential for both increased customers and market share.

Social Media for Hotels by

Tony Ridley

Drucker’s Lost Art of Management: Executive Book Review

Drucker’s Lost Art of Management: Executive Book Review

Drucker's Lost Art of Management: Executive Book Review

4 star rating

 

Drucker's lost art of management

 

 

Drucker’s Lost Art of Management is the Source

It is apparent that many contemporary and popular management concepts have been derived from the works of Peter Drucker. Having read numerous management and executive leadership books, almost all have some taint of Drucker’s original concepts and philosophy, even though it may not be directly credited.

While the book is overly verbose and unnecessarily academic in parts, there is a true wealth of information and alternate thinking throughout.

The principles of opportunity and observance of social ecologies is priceless and will help any senior executive or business owner to quickly “value” their current perceptions and definitive actions in order to determine if they are truly “effective”.

Drucker’s Lost Art of Management for Business Leaders

This was my first direct Drucker engagement but this book has left me wanting more and I have already started to seek out many of the extremely valuable Drucker management and effective business management insights.

I thoroughly recommend Drucker’s Lost Art of Management to all those in aspiring business owners, senior executives and current business leaders for an enlightening and highly informative reflection upon what is truly important in business.