# Report on Trends in the MLM (Multi-Level Marketing) Business Model

## Executive Summary

This report examines recent trends in the multi-level marketing (MLM) business model, focusing on company performance, market dynamics, and structural changes within the industry.

The analysis reveals a complex landscape where some traditional MLM companies have experienced significant challenges while others have adapted their business models in response to changing consumer behaviors and regulatory pressures.

## Market Overview and Recent Performance

### Pandemic Impact (2020-2021)
The MLM industry experienced mixed results during the pandemic period.

While some companies reported initial surges in enrollment due to increased unemployment and economic uncertainty, the long-term sustainability of these gains has proven questionable.

The economic disruption created both opportunities and challenges for MLM companies, as potential recruits sought alternative income sources while consumer spending patterns shifted dramatically.

### Post-Pandemic Period (2022-Present)
The post-pandemic recovery has revealed significant structural weaknesses in the MLM model.

# Report on Trends in the MLM (Multi-Level Marketing) Business Model

## Executive Summary

This report examines recent trends in the multi-level marketing (MLM) business model, focusing on company performance, market dynamics, and structural changes within the industry.

Title:

Content: Despite challenging economic conditions, companies are still finding it difficult to attract and retain the right talent. That’s one of the takeaways from the most recent U.S. Bureau of Labor Statistics report, which showed that job vacancies still remain above 10 million as of November 2022. We’ve confirmed that trend in our own work: Last August, when we surveyed 800 senior business leaders, more than 95% of them told us that hiring and retaining talent was one of their top three priorities as they strive to deliver on their strategies. However, those needs are not constrained to the short-term: More than two-thirds of the leaders we surveyed reported that filling positions for lower and higher wage workers is critical for their organization’s ability to compete, both in the next 12 to 18 months and in the next three to five years.

But business leaders are doing very little that’s innovative to tackle the talent challenge. When it comes to higher-wage workers, they’re relying primarily on two basic strategies: increasing compensation (a fairly obvious approach) and implementing remote/hybrid work models (an unsurprising approach, given the effects of Covid-19). They’re doing even less for lower-wage workers: In our survey, fewer than half of respondents reported using even basic levers, such as health care benefits and compensation increases, to attract and retain lower-wage workers.

Much of this is due to a lack of awareness of innovative talent practices. Many of the leaders we surveyed simply did not know what other options were available to them. This, they recognized, was a problem: Less than 20% of them reported their organizations had very mature talent strategies.

So how can you enable more talent innovation and measure its impact?  Based on our survey findings, organizations need to use a more expansive portfolio of practices to strengthen their ability to recruit and retain talent. To help, we’ve identified nearly 40 strategies, which we’ve organized into seven categories that either strengthen the hiring process or help enhance a company’s offer. Some of these practices are familiar but underutilized, and others are newer and more innovative.

Strengthening the Hiring Process

Hiring campaign and selection

Many companies rely on traditional recruiting strategies to identify candidates who fulfill a long list of requirements. Finding candidates who tick off every box on the list is not easy — and those few who do are often actually not the right people for the job. By embracing more expansive hiring and selection processes, companies can do a better job of finding the talent that’s right for them. Here are some innovative practices to consider:

  • Figure out what work really needs to get done, and rewrite job descriptions to focus on the skills and specs that matter the most for that work, instead of relying on generic education or experience requirements.
  • Seek candidates who match 70% to 80% of the most critical skills for the role — and develop learning curricula to equip them with the remainder.
  • Offer “micro-internships” (short-term paid projects) or apprenticeships that reach new candidate pools and allow employers and candidates to assess fit before committing to a full-time hire.
  • Host open hackathons to assess talent and facilitate the hiring of candidates in batches.
  • Consider candidates simultaneously for multiple open roles if they have a high degree of overlapping skills.
  • Leverage tech-based and AI-based talent assessments to screen for technical or interpersonal skills.
  • Employ inclusive, gender-neutral language in job descriptions to attract more diverse candidates.

Talent sourcing

When competition for top talent is fierce, as it is today, you need to broaden your methods of sourcing candidates. Here are some practices to consider:

  • Expand internal talent mobility (e.g., lateral job transfers, internal gig work) by drawing on a foundation of skills and aspirations as a basis for mobility and supporting retention.
  • Embrace on-demand and gig platforms to increase labor-force flexibility (even for higher-wage workers), accelerate time-to-market, and enable innovation.
  • Work to attract alumni with valuable institutional knowledge back to your organization.
  • Build an internal list of previously high-performing employees who might be candidates to re-engage for future roles.
  • Tap into “hidden” populations, including retired, neurodiverse, and previously incarcerated workers.
  • Acquire companies with top talent — or enter into agreements to borrow and share talent with other companies.

Channel strategy

Companies that integrate new and innovative channels into their talent strategy can better recruit critical, in-demand talent for years to come. Consider expanding your repertoire to include the following techniques:

  • Deploy talent from Hire-Train-Deploy (HTD) partners who source high-potential candidates and equip them with the relevant skills for your needs.
  • Use digital platforms to do more programmatic and personalized recruiting (including leveraging QR codes, text messaging).
  • Partner with educational and community institutions, including job centers and community colleges, to offer tailored curriculum and term-time work experiences to build a talent pipeline with relevant skills.
  • Embrace new ways of identifying talent on social-media platforms (such as layoff lists and LinkedIn posts).
  • Develop and market a more effective referral program, particularly for in-demand roles.

Enhancing the Offer

Compensation and Benefits

Are you one of the many employers raising salaries to compete for talent? Half of the 800+ respondents in our survey reported increasing compensation for their employees, and nearly 75% of employers cite the talent shortage as the main driver for salary budget increases. But there are other ways to strengthen your compensation and benefits package beyond increasing compensation. Try some of these practices to get started:

  • Provide creative benefits, such as caregiver support programs, childcare services, and wellness perks.
  • Segment and develop tailored benefits for hard-to-fill talent populations.
  • Provide incentives, such as higher bonuses during peak hours and step-ups on promotion, especially for lower-wage workers.
  • Guarantee health care benefits and appropriate sick time for your full workforce.
  • Reduce volatility by ensuring stable and predictable pay, particularly for lower-wage workers.

Work Design

The Covid-19 pandemic has fundamentally changed how we think about work. Job flexibility has skyrocketed in importance since the pandemic, with some employees valuing flexibility even more than a 10% pay raise. Rethinking work design can not only better attract and retain workers but also can increase productivity and focus worker capacity on the highest-value tasks. Get started redesigning work with the following strategies:

  • Break work into its components to assign responsibilities more clearly across a team or to freelance workers, and improve your approach to sourcing.
  • Deploy talent more dynamically, by creating skills-based pools of talent that can be assigned to the most critical priorities on-demand.
  • Use creative scheduling and shift redesign to allow lower-wage workers to move or switch shifts more flexibly while still providing adequate coverage.
  • Experiment with different flex models, including compressed work weeks, sharing jobs among multiple part-time employees, and/or scheduling split shifts to cover “rush hours.”
  • Redesign work by eliminating, re-assigning, or automating less-critical responsibilities.
  • Embed technology that improves ease of work, including language assistance and tools to accommodate older workers.

Career development

Providing opportunities for your employees to take on stretch assignments can help you not only develop but also retain your employees. According to the Pew Research Center, more than 60% of US employees cited a lack of career-advancement opportunities as a leading reason for leaving their jobs. To expand your organization’s portfolio of career-advancement opportunities, consider adding some of these innovative practices:

  • Provide education benefits linked to individualized skill-development plans (for example, tuition reimbursement).
  • Build targeted learning and development programs to support onboarding, upskilling, and reskilling across both hard and soft skills.
  • Design mentorship and sponsorship programs, and peer-to-peer coaching systems.
  • Upskill managers to be better people leaders and increase manager accountability for team development.

Culture

Companies need a compelling culture to maximize the engagement, productivity, and retention of their existing workforces. In recent years, company culture has become the most important driver of job satisfaction, with culture being 10x more predictive of employee retention than compensation. Here are some innovative practices to help build a meaningful culture:

  • Embed company purpose, strategy, and values in your operating and performance practices and feedback process, and train your leaders to become culture champions.
  • Set up robust onboarding programs that build affiliation and mentorship into the process.
  • Create opportunities and free up as much as 10% to 20% of capacity for passion projects.
  • Boost affiliation by developing interest groups and communities of practice.
  • Take pulse checks on employee sentiment to highlight opportunities for improvement in near real-time.
  • Develop clear two-way communication channels for employee input and engagement.

. . .

The best talent strategy for your organization involves finding the right portfolio of practices that meet your needs and investing appropriately in their implementation, even during uncertain economic conditions. Many companies across industries have recognized how critical talent is to business success and have kickstarted their innovation journeys based on their target employee needs. For example, IBM removed degree requirements from 50% of their U.S. job postings to widen their talent pools, Walmart provides frontline associates with fully funded college tuition and accelerated career paths after graduation, and some law firms have introduced concierge services to support aging family members.

While you don’t have to do everything on our list to have a successful talent strategy, you should identify where you can do more off to better compete for talent. Take stock of what your organization is already doing, then thoughtfully assess where there are gaps in your talent strategy and how our suggestions can be helpful. Keep in mind that you may need to tailor your talent strategies to different employee segments within your company. By experimenting with new innovations and putting the right feedback systems in place, you can develop a sustainable strategy that can help you create lasting talent advantage.

Acknowledgements: We would like to thank Colleen McDonald, Partner, and Christina Li, Consultant, both with Boston Consulting Group, for their contributions to this piece.

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Content: -- -- -- / -- -- --
Site Management
The Department of Public Administration requests the Human Resources report before March 25.
New Recruitment, Promotions, Inclusion and Contests Reserve
Nashida Qawadri
• 768
• 0
The Directorate General of Public Function and Administrative Reform asked its state inspectorates to provide it with an update on the annual plans for the management of human resources for the year 2024, no later than March 25, while it ordered that the financial positions finally liberated should be directed primarily to continue the process of integrating workers of pre-employment contracts with certificates, as well as to different types of external recruitment and internal promotion examinations.
In addition, the Civil Service called on all public administrations and institutions to start programming competitions and professional examinations for promotion, without waiting for the approval of human resources management plans for the fiscal year.
In a letter dated March 18, No. 902, the Directorate General of the Civil Service called on the managers of human resources in public institutions and administrations to take into account a set of measures when preparing draft plans for their sectors, in order to ensure the continuous improvement of the procedures in force in this area and to remedy some of the imbalances identified in this regard.
Human resources managers are required to submit draft human resources management plans to their central or local interests no later than March 25, the deadline for their approval, provided that they send an updated copy of these plans after studying them exclusively through the application of automated media, before the date of 25, i.e. within 7 days from the date of correspondence, taking care to inform the governors of the Republic of this.
“Liberated Positions ” for the Competitions Reserve for 2023
In the same context, the “Public Service ” pointed out that it is possible to resort to the exploitation of financial positions permanently liberated during the financial year considered for one of the reasons; such as resignation, death, retirement, dismissal, referral to the status of national service and dismissal, in the appointment of reserve lists of successful candidates in competitions and professional examinations organized under the title of the previous year, and either for external recruitment or internal promotion of employees.
The Directorate also stressed that the financial positions released after transfers or promotions can be used to integrate beneficiaries of the vocational and social integration assistance systems for young graduates, in accordance with the conditions and organizational modalities in force in this field, in accordance with the Joint Ministerial Instruction No. 24 of October 4, 2021, amending the Joint Ministerial Instruction No. 01 of December 23, 2015, specifying the ways to embody practical measures aimed at strengthening the country ’ s internal balances.
In this regard, the Civil Service pointed out that, pursuant to the provisions of telegram No. 2647 dated December 22, 2022, the exploitation of financial positions that have become permanently vacant as a result of transfers, death, resignation, dismissal, or temporary referral to placement, must be directed primarily to continue the implementation of the processes related mainly to the integration of employees of the services for the professional and social integration of graduates of all sectors. Complete the process.
As for the financial positions freed up for contractual personnel during the fiscal year considered, the Directorate indicated that they could be reused, in accordance with the procedures set out in Ministerial Circular No. 07 of 8 February 2009, on the modalities for the use of the financial positions allocated to contractual personnel.
Programming of promotion exams without the approval of human resources schemes
In this context, the Directorate General of Public Function and Administrative Reform called on public institutions and administrations to start organizing professional competitions and examinations for promotion, without waiting for the approval of their human resources management plans for the fiscal year, taking into account the provisions of Directive No. 348 of 25 December 2014 of the Prime Minister on measures to strengthen the internal and external balances of the country, and the Joint Ministerial Directive No. 01 of 23 December. 2015, and to comply with them, in the preparation of various processes.
These are the adjustment cases in the HR charts.
In addition, the Directorate explained that it is possible to amend the human resources management plans in two cases; when new data emerge during the fiscal year according to the forms and modalities of the initial approval, or when new data appear in the budget as a result of the establishment, conversion or deletion of financial positions.
The Directorate authorized public institutions and administrations to amend the annual plans for the management of human resources, in order to change the patterns of exploitation of vacant financial positions, before the end of the third quarter of the fiscal year, provided that objective reasons are presented and a detailed report is prepared in order to ensure the optimal utilization of available financial positions.
With regard to the distribution of financial positions among the various types of external recruitment and internal promotion examinations and their exploitation, the public office stressed that the appointing authority, once it has received the budget code entitled the year considered, must prepare a decision or decision to allocate the vacant financial positions, according to its interests, and communicate it to the central or local public service, as the case may be, within 10 days from the date of signing.
Configuration is mandatory for demarcation and promotions
In order to optimize the use of financial positions and to value their human resources, the Public Service stressed that public institutions and administrations should not delay in programming or completing the various training processes stipulated in the special basic laws, whether preparatory training during the period of recruitment or complementary training before promotion, in order to enable the employees concerned to benefit effectively or in the best time, as the case may be.
Immediate financial settlement for retirees
The Directorate ordered all public administrations and institutions to prepare and update their annual employment figures, in accordance with the provisions of Circular No. 08 of February 8, 2009, while calling for the referral of employees and contractual agents who have reached the legal age of retirement, taking into account the provisions of Law No. 16 / 15 of December 31, 2016, amending and supplementing Law No. 83-12 of July 2, 1983, on retirement, in accordance with the Executive Decree. No. 20, which defines how to continue activity beyond the legal retirement age.
In this regard, the Civil Service ordered to ensure the final settlement of the outstanding administrative and financial situations of employees concerned with retirement, before referring their files to the interests of the National Pension Fund, in order to preserve their rights to promotion in ranks and grades, late financial settlement and holiday balance.
The Directorate stressed that if public institutions and administrations do not commit to holding competitions and examinations for any reason within a period of five months, the decision or decision to open them will be null and void.
The inclusion of the successful 2022 competitions in the human resources plans for 2024
The Public Service also stressed the need to include the candidates accepted in the competitions, examinations and professional examinations that were launched under the title of 2022, the results of which were adopted after the end of the same year, in an additional nominal list, where the annual plans for the management of human resources for the current year are studied on this basis.
Orders to certify the certificates of successful contestants before the ceremony
The Directorate called for the importance of informing all decisions and decisions related to the conduct of the career path of employees and public contractors adopted in 2022, provided that it is done within a maximum of 10 days, starting from the date of signature, in accordance with Executive Decree No. 95-126 of April 29, 1995, and Instruction No. 140 of October 7, 2003, on the documentation of certificates and qualifications.
The civil service stressed the need to also start documenting (certifying) the certificates and qualifications of the candidates who have finally succeeded in the competitions and professional examinations, before they are appointed to their ranks.
In this regard, the Directorate pointed out that the stabilization measures in the position remain, in all cases, dependent on the ratification procedure, in order to avoid the emergence of conflicting situations or delay in the settlement of the administrative status of some candidates or employees.
4 months to complete the professional exams for the year 2022 after conformity
Based on the above, the “Public Service ” highlighted that the study of the annual plans for the management of human resources remains contingent on the settlement of all situations in respect of which legal reservations have been raised, by its central or local interests, as the case may be, within the framework of the subsequent control of the operations of human resources management entitled 2022.
In addition to ensuring the completion of the competitions and professional examinations that were started in 2022, as well as the decisions and decisions that were opened, and received the approval of the competent authorities, before the date of December 28, 2022, within a maximum period of four months from the date of obtaining the opinion of conformity.
Orders to verify the validity of the custody of the appeal bodies
The Directorate ordered to ensure the availability of participation and appeal bodies (equal membership committees, appeal committees and technical committees), ensure the validity of their mandate, and, if necessary, to establish, limit or extend their term of office, in accordance with the procedures set out in Executive Decree No. 20-199 of 25 July 2020 on equal members administrative committees, appeal committees and technical committees in public institutions and administrations.
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Title:

Content: Social Media Analytics Market to Achieve Massive CAGR of 33.20%: Sectors Analysed by Trend, Revenue and Future Scope
Reliable global social media analytics market reports provide actionable market insights that businesses can use to develop sustainable and profitable strategies.
Not to mention, the report analyzes general market conditions such as product prices, profits, capacity, production, supply, demand and market growth rates, supporting enterprises to develop multiple strategies.
SWOT analysis has been carried out in the development of this market document as well as many other standard steps for researching, analyzing and collecting data.
In addition, the social media analytics market has also reassessed key players, major collaborations, mergers, acquisitions, trending innovations and business policy reports.
It becomes easy to understand a potential customer ’ s brand awareness and insight into a brand and product.
During the forecast period from 2021 to 2028, the social media analytics market is expected to grow at a rate of 33.20%.
Data Bridge Market Research Report on the Social Media Analytics Market provides information about what is expected to happen throughout the forecast period, while providing their impact on market growth.
The increase in the number of social media users is driving the growth of the social media analytics market.
Social media analytics is the process of collecting data from multiple social platforms and analyzing it.
It mainly deals with the development and evaluation of frameworks and tools for collecting, monitoring, researching, summarizing and visualizing social media data.
Rising attention to market and competitive intelligence and high engagement of social media users using smartphones are driving the growth of the social media analytics market.
Increased requirements for social media measurement to improve customer experience, and changes in preferences for the virtual realm due to COVID-19 are two factors that accelerate the market growth.
Download a sample copy of the report @ https: / / www.databridgemarketresearch.com / request-a-sample /? dbmr = global-social-media-analytics-market
The best-in-class social media analytics market report thrives in a highly competitive market by providing consumer needs, preferences, attitudes, and expertise in their evolving taste for specific products.
This market analysis report estimates the growth rate and market value based on market dynamics and growth inducing factors.
In addition, businesses can use this information to determine their production and marketing strategies.
The Global Social Media Analysis Market Paper covers all key topics of market research analysis, including market definition, market segmentation, competitive analysis, major developments of the market and top-notch research methods.
Segment: Global Social Media Analytics Market
On the basis of components, the social media analytics market is segmented into solutions, services.
The solution is further broken down into software and services.
Services are further subdivided into professional services and managed services.
Services are further broken down into counselling, training and education.
According to the deployment model, the social media analytics market is divided into local and cloud.
According to the size of the organization, the social media analytics market is divided into large enterprises, small and medium-sized enterprises (SMEs).
By application, the social media analytics market is segmented into sales and marketing management, customer experience management, competitive intelligence, risk management and fraud detection, public safety and law enforcement, among others.
Other segments are further subdivided into workforce management and compliance management.
Based on vertical industries, the social media analytics market is segmented into banking, financial services and insurance (BFSI), telecommunications and information technology (IT), retail and e-commerce, healthcare and life sciences, media and entertainment, government and defense, travel and hospitality, and others.
Other sectors are further subdivided into education and research, transport and logistics, and energy and utilities.
What are the benefits of DBM research?
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Main Market Competitors / Participants
The major players covered in the social media analytics market report are Oracle, Sprint, Nextel, Facebook Technologies, LLC, Twitter Inc., IBM, SAS Institute Inc., GoodData Corporation, Salesforce.com, inc., Sprint Social, Inc., NetBase Solutions, Inc., Adobe.
Brandwatch.
, Clarabridge, SENDIBLE, Digimind, Meltwater.
, Cision Ltd., Simplify360.
National and global players such as MavSocial.
Market share data is available globally, North America, Europe, Asia Pacific (APAC), Middle East and Africa (MEA), and South America. DBMR analysts understand the competitive advantages and provide competitive analysis for each competitor individually.
Social Media Analysis Market Report Attractiveness: -
Introduces the latest market dynamics, trends and growth opportunities as well as industry barriers, development threats and risk factors
Predicted Social Media Analytics Market Data Will Help Feasibility Analysis, Market Size Estimation and Development
The report serves as a complete guide to microsurveillance for all important social media analytics markets
A simple market view will be easy to understand.
The market view of the highly competitive nut oil market will help participants make the right move
Key questions answered
What is the impact of COVID-19 on the growth and size of the global social media analytics market?
Who are the leading key players and what are their major business plans in the global social media analytics market?
What are the main concerns of the five forces analysis of the global social media analytics market?
What are the different prospects and threats facing resellers in the global social media analytics market?
What are the advantages and disadvantages of major suppliers?
Visit the full report @ https: / / www.databridgemarketresearch.com / reports / global-social-media-analytics-market
Reasons to buy this report:
Market segmentation analysis, including qualitative and quantitative studies incorporating economic and policy implications
Regional and country level analyses integrate the forces of demand and supply that influence market growth.
Market Value Million Dollars and Quantity Units Millions of Data per Segment and Sub-Segment
The competitive landscape relates to the market share of the major players, as well as the new projects and strategies adopted by the players over the past five years.
Covering product offerings, key integrated company profiles Financial information adopted by key market players, latest developments, SWOT analysis and strategies
The contents of the table:
PART 01: EXECUTIVE SUMMARY
Part 02: Scope of reporting
Part 03: Global Social Media Analysis Market Landscape
Part 04: Global Social Media Analysis Market Size
Part 05: Global Social Media Analytics Market Segmentation by Product
Part 06: Five Forces Analysis
Part 07: Customer Landscape
Part 8: The Geographical Landscape
Part 09: Framework for Decision Making
Part 10: Drivers and challenges
Part 11: Market Trends
Part 12: The Supplier Landscape
Part 13: Supplier analysis
New business strategies, challenges and policies are mentioned in the content table. Request TOC @ https: / / www.databridgemarketresearch.com / toc /? dbmr = global-social-media-analytics-market
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Title:

Content: Transtelecom: We are on the side of our subscribers
NUR-SULTAN.
KAZINFORM – Today you read the news, communicate with loved ones, order food delivery by phone, pay for virtual purchases through applications, because the country ’ s telecommunications operators, such as Transtelecom JSC, continue to perform their work effectively, despite the quarantine regime.
Deputy Chairman of the Board for Retail Business Development (B2C) Bauyrzhan Tinikeev tells about what has changed for customers in a state of emergency.
- What has changed in the telecommunications market with the onset of the coronavirus pandemic and the entry into force of the decision of the State Commission to ensure the state of emergency under the President of the Republic of Kazakhstan?
- The speed of response to emerging situations, the load on the human resource of companies, the amount of work has changed.
The pandemic tests the strength of business, on the one hand exposes vulnerabilities, on the other - it helps to become stronger, learn to work in a different mode, with new tools.
When the WHO announced the pandemic, we, as a human resource company of 3,000 people, knew that we would soon face the same adversary as our Asian and European partners.
It has become clear that it will not be easy.
After looking at data from global operators and Comscore Total Home Panel reports, we knew that the average home traffic usage in March 2020 increased by 18% compared to the same time period in March 2019.
In the US, AT & T reported that voice call traffic grew by 44%, Wi-Fi calls grew by 88%, and calls to landline home phones grew by 74%.
According to global data published by NordVPN, the highest growth in business VPN usage is in the Netherlands (+ 240.49%), Canada (+ 206.29%) and Austria (+ 207.86%).
So we used the information advantage – the experience of other countries – and prepared a rapid response headquarters based on possible peak loads.
And our backbone networks, foreign junctions were ready for the fact that there will be an exponential growth of traffic.
The capacity of external Internet channels with foreign providers was expanded.
This month, we are recording a 20% increase in Internet traffic, which is a huge increase.
But at the same time, we do not feel a critical load on our networks, the equipment is operating normally, and the team of our engineers provides technical support in a working order.
At the same time, we maintain reserve capacities, which allows us to provide strategic control over the situation in any scenario.
After all, we are part of the strategic block of the country ’ s companies – we are responsible for communication in Kazakhstan.
So, in order to maintain a stable awareness of citizens, we have expanded the capacity of the Internet channel by 4-5 times for the resources Egov, E-license, pki.gov.kz free of charge for ICRIAP, due to the fact that these state-level resources are very important at the moment of emergency.
And we, as a reliable partner, have an obligation to ensure that vital services such as health care, emergency services, national defense facilities and other government agencies actively involved in overcoming the crisis continue to receive a stable channel of communication.
Currently, we have connected more than 226 educational institutions throughout Kazakhstan, and also provided more than 68 medical institutions with access to high-speed Internet.
- Speaking about maintaining socially significant spheres in the country.
What about connecting educational institutions?
There was information in the media that due to the poor Internet in the country, schoolchildren and students could not study online.
What is the position of the TTC on this issue?
- Let's be technically correct in assessing the situation.
First, most users tried to switch to the Zoom platform, which is extremely unstable due to the loads of 200 million users per day.
This did not happen only in Kazakhstan, it did not happen in New York, Singapore, where educational institutions abandoned the platform due to unstable work.
Secondly, the Internet can be compared with the highway, where traffic flows, a kind of wide pipe, which can be expanded if necessary, and, given that the capacity of operators did not receive any overloads, we, for example, have a reserve, there are no problems in expanding the channels.
The situation that has arisen with the educational process is due to the fact that the world has not created a platform capable of withstanding such enormous loads.
After all, the Internet must be somewhere to start so that the user as the end user can implement the action and use the necessary services.
Right now, we ’ re seeing attempts by Microsoft with Teams and Facebook to promote their platforms.
Giants like Google have joined the game with the Hangout solution, so there is reason to believe that alternatives that meet security requirements and can withstand multimillion-dollar loads will soon balance the platform market.
At the moment, TTS actively supports the educational process in the country, we have provided free access to the websites of universities, electronic reference databases, online diaries, e-education portals and other educational resources recommended by the Ministry of Education and Science of the Republic of Kazakhstan.
In addition, we support the automation of online platforms of domestic companies.
So, with our help, a project for colleges “Platonus College ” was implemented within the framework of assistance to business in the state of emergency.
The platform provides completely free of charge all automated online learning processes for students and teachers.
Also, together with the company "Orleu" and the brand "Bilimal", known as the developer of information systems in the field of education, we have a product - a system of distance learning and testing.
The system is completely free, it is used by colleges and schools of the Karaganda region, and we receive positive feedback.
It allows you to download various educational media materials, conduct interactive classes, webinars and organize student testing in the process of distance learning.
- But the needs have increased not only in the field of socially significant, educational and other institutions.
Many global operators said that against the background of the pandemic, they are seeing an increase in the consumption of their services by individuals.
How are things at TTS?
- Yes, we are seeing an increase in the number of incoming online calls from individuals by 187%.
At the same time, we record an increase in the need to connect Internet access services compared to last month by 188%.
This is natural, because people work remotely, learn, spend more time watching content, watch movies, communicate through social networks.
And the availability of communication and the Internet has become as vital a resource as the availability of gas and water.
At the same time, applications for damage repair increased only by 19%.
And this is in the context of restrictive measures, when all subscriber departments of the company are temporarily closed, and employees of the company ’ s office are transferred to remote work.
Speaking of the employees of the company.
You said that a lot has changed, including the load on the human resource.
Tell us how your employees cope with the situation of quarantine?
- We were lucky with a strong IT block in the cognitive environment of our company - people quickly reorganized and continued to perform their work effectively.
At the moment, we are using a subculture of virtual communication of working groups to maintain stable work.
And I am grateful to all our specialists working in a continuous stream of new tasks, helping to make our service better for customers in this difficult time.
This is not a feat that our doctors are doing in hospitals.
But this is civic patriotism, manifested in every person who understands that his work is really important for the country.
A large company ’ s activity is often associated with increased revenue.
The media wrote in April that the revenues of Internet providers for March beat records.
A kind of feast during the plague.
How much did the revenues of TTS increase due to users who went to quarantine?
- The position of the TTS in this matter lies in another plane.
We initially acted as a socially responsible business, and, on the contrary, many of our services were provided to subscribers for free, creating comfortable conditions for customers in quarantine.
This was our main goal, so we do not disconnect any of the subscribers even in the presence of debt, so that people in the face of declining incomes can keep in touch with loved ones and receive information about the situation in the country through communication and the Internet.
Every company has its priorities, after all.
We went to unprecedented measures, making free during the quarantine connection of unlimited Internet, telephony and even digital television - TTC BOX - our new product that gives access to Kazakhstani and foreign TV channels.
In addition, from April 20 to the end of June, when you connect our services, not only free connection, but also as a gift one month of free use.
Because we understand that immediately after leaving the quarantine, many families will have a budget deficit.
As you can see, we actually keep all our services for subscribers free at the time of quarantine.
This is the fundamental policy of our company.
But it is a market, and every company makes its own decisions.
However, our position on this issue remains unchanged – we remain on the side of our subscribers.
- In addition to the fact that the company ’ s services for subscribers have become free, have there been any changes for individuals?
What should your subscribers know?
- For individuals, we have expanded the range of online services so that the client can apply for connection, change of tariff plan, account replenishment and other types of services online without leaving home.
I believe this vector is the future.
Having felt and understood all the convenience of online services, even after the end of the quarantine, people will not refuse new options.
Yes, as in any work during emergencies there are difficulties, but we try to respond to all incoming requests and requests as quickly as possible.
Our social networks are actively functioning, where we carefully record all the comments sent by our customers in order to improve the service.
Our business process improvement team is focused on this.
In addition, for convenience and constant customer support, our Contact Center operates 24 / 7.
Information about our services can be obtained by calling 191, as well as by sending a request to the support mail - support @ ttc.kz.
Remember, stay at home, observe the quarantine regime.
For our part, we will do everything possible so that you can contact your loved ones, get services online, make purchases, work, watch your favorite movies and TV shows.
This period will pass, the main thing now is to preserve your health and the health of loved ones
- Thanks for the interview!
Partners news

The analysis reveals a complex landscape where some traditional MLM companies have experienced significant challenges while others have adapted their business models in response to changing consumer behaviors and regulatory pressures.

Title:

Content: Columns
Development in the new normal: IT trends for 2023
Columns
Alexander Semenov
Head of "Corus Consulting" and business angel
Akhmed Sadulaev
The events of the past year, Western sanctions and the departure of foreign companies affected the entire Russian business.
Domestic enterprises, on the one hand, were on the verge of survival, on the other - they got the opportunity to occupy the vacant niches.
CEO of Corus Consulting Group Alexander Semenov tells what is happening in the IT market and how the demand for IT products will change in 2023.
Development in the new normal: IT trends for 2023
Moderate optimism
The first episode of this year ’ s events is happening.
The business continues to work.
Despite the fact that in the first nine months of 2022, Russian companies showed a fall in the industrial production index, the indicators of some segments reached a plateau, and some areas began to grow.
According to the analytical company Infoline, the largest grocery chains for this period increased total revenue by 26.5%.
Analysts at the Center for Macroeconomic Analysis and Short-Term Forecasting point to a gradual recovery in the production of machinery and equipment.
Experts from the HSE Development Center note that, in general, the level of industrial production, adjusted for calendar and seasonal factors, now even slightly exceeds the “pre-pandemic ” level.
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Of course, the recovery of all market segments associated with the construction of new logistics chains, the search for new suppliers of components and the change of sales channels may take some time.
It is during this period that the market is undergoing an active transformation: many large players have left, the struggle for leadership positions has intensified.
However, companies cannot remain in a state of uncertainty for long.
They adapt and continue to live.
Sooner or later, turbulence will end, and those who, even in the crisis period, increased their own efficiency and transformed business processes, based on market demands, will benefit.
Competition will not be less, so today it is worth focusing on those tools that will further provide benefits expressed in measurable indicators.
Adaptation to development
Each company approached this crisis with a certain set of opportunities and limitations.
Those who managed to consolidate the recovery trend or increase margins are now actively investing in IT products in order to secure market share in the future.
Based on the experience of communicating with our customers, we can say that the largest part of the business continues to consider IT as the main tool for further development.
In connection with the general economic situation, companies have become more demanding in choosing IT solutions: the criterion of “significant and measurable result ” has become key.
Also, due to the departure of many Western vendors, such as Oracle, Microsoft, SAP, investments in IT infrastructure, in particular in the import substitution of software, began to concern not only the increase in efficiency, but also the survival of the business.
All these factors allow us to highlight some of the most striking trends in the field of IT, which will be relevant in 2023.
1.
Import Substitution Software
Major players, especially the Russian divisions of multinational corporations, are preparing for possible disconnections from business-critical IT systems.
This can lead to a complete halt of processes and turn into a disaster for reputation and huge financial losses.
In this sense, the transition to domestic software will reduce risks and ensure the smooth operation of the software.
The most popular are complex high-loaded ERP and WMS systems, corporate services, as well as EDMS, ECM and BPM solutions.
2.
The transition from Western cloud services to Russian
Increased interest of Russian business in cloud services was noted in 2020 and 2021.
But this year, the domestic cloud services market has grown significantly.
This is due to the sharp transfer of data to the Russian cloud, as well as the lack of hardware platforms.
3.
Support and development of large IT systems based on Western platforms
Not all companies are ready to immediately replace Western software with domestic: this requires serious investments and time.
For example, a full replacement of IT infrastructure based on SAP can take several years.
In the near future, some companies will work on Western platforms offline.
Therefore, today we are seeing an increase in demand for IT support for foreign systems, which will continue in 2023.
4.
Growing demand for custom development
The market does not always have full-fledged Russian analogues of Western IT solutions.
This has already led to increased demand in the field of copyright products for specific business sectors - retail, logistics, industry, etc.
However, this does not mean that companies will use exclusively proprietary software: today there is a growing demand for hybrid solutions.
The combination of custom development and ready-made IT products, on the one hand, will allow you to solve business problems, on the other hand, will not require huge investments.
Read also:
If a business saves on the backend, it will face big losses.
And here 's why
5.
Business development of its own IT expertise
This year, retail chains registered a record number of IT companies.
Of course, this is largely due to the fact that since July 2022, the requirements for accredited IT organizations have changed, as well as the establishment of tax incentives for them for the period 2022 – 2024.
However, even before that, many enterprises in the financial sector, retail, e-commerce and other industries began to actively develop their own digital projects.
Over the past few years, the number of IT jobs has increased in almost all areas, which indicates an ever-increasing demand for digital applications designed for specific tasks.
In the future, the business, having vast experience in its industry, customer data base and understanding the needs of consumers, will rely on the development of its own specialized IT products.
Despite the heterogeneous economic indicators, most of our customers from different segments do not reduce their IT budgets and continue to work on IT projects.
Information technology in the next few years will definitely remain the main driver of growth for most business segments, both b2b / b2c and b2g.
For some, IT tools will increase their competitive advantages, preserve and expand the customer base, for others – reduce costs and increase productivity.
In the current situation, companies understand the importance of business diversification, expand the portfolio of services and products, try to enter new markets, look for vacant niches.
This requires a competent selection of IT tools that will help provide strategic advantages in the future.
Therefore, expect a fall in demand for IT solutions in the coming years is not exactly worth it, rather, we can talk about the redistribution of the market structure and the creation of new areas and IT products that will generate profit.
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## Market Overview and Recent Performance

### Pandemic Impact (2020-2021)
The MLM industry experienced mixed results during the pandemic period.

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SPIEF-2022.
Advertising needs innovation
Data and opinions confirming this were voiced at the anniversary SPIEF within the framework of the session “Innovations in advertising technologies.
"Brands 3.0".
Russian business expects that new solutions and tools will allow it to reach the consumer more efficiently and with less cost.
Experts and leading players of the advertising industry discussed what innovations today allow you to work more clearly with the target audience, analyze the effectiveness of tools more deeply and influence the effectiveness of marketing campaigns.
At the same time, there is something that can be applied here and now, but in venture capital, albeit very promising, now it has become more difficult to go.
Photo by Roscongress Roscongress
Advertising market in anticipation of new technological solutions.
A joint study by MEDIA1 and ACAR supported this claim.
Its results were presented at the SPIEF-2022 session by Ruben Hovhannisyan, Director for Digital Transformation and Strategic Marketing of MEDIA1 (combining channels: MUZ-TV, Yu, Channel, outdoor advertising operator Gallery and the largest regional radio holding Vybori Radio).
According to the data, 52% of advertisers surveyed consider optimization of advertising budgets and reduction of marketing costs as the key task of today.
More than 60% of respondents see the need for clearer targeting and reduction of advertising “spam ”.
53% already use innovative technologies in solving marketing problems.
Some respondents noted the need for effective innovative tools for direct communication with the consumer and the formation of metaverse.
According to the study, 40% believe in technological progress, which makes it possible to increase the efficiency of doing business and, in general, becomes a driver of social development.
In short, the advertising market is ready for the emergence and implementation of innovations.
But at the same time, most of the wishes are associated with the optimization of those processes that are already there (purchases, targeting, verification) and to a lesser extent with the fact that it requires more serious investments in diptech (meta universes, automation of creation of creatives, integration into the game space, etc.).
SPIEF Session “Innovations in Advertising Technologies.
Brands 3.0 ” became a place of discussion for experts of the advertising market, top managers of the largest digital platforms, telecom companies, big-data providers.
They are the key players in the advertising market and determine what innovations to release on the market in the next 5 years.
And we are talking not only about the widely discussed metaverse, nft, avatars, but also about machine learning, the Internet of Things, rights protection, the delivery and monetization of audiovisual content, automated content creation and the active introduction of artificial intelligence.
According to the vice president, executive director of the cluster of information technologies, one of the important skills of advertising specialists is the ability to look at processes wider.
“We provide innovation to consumers in different industries.
One of the interesting observations: changes are born at the border of the advertising business and the production of technologies.
Important trends are increasingly being born outside of framework thinking. ”
Parshin cited a number of projects as an example.
One of them is the Neurotrend laboratory, which detects the neurophysiological reactions of respondents in the course of research and comprehensive assessment of the perception of content (sounds, videos, fragrances).
Another example is the NFT digital face marketplace Digital Verse with its own video synthesis platform, through which users can replace faces with their videos and generate entertainment content.
An important observation, with which the majority of the discussion participants agreed: it is in the advertising market of the Russian Federation that it does not demonstrate a technological lag.
Director of advertising business "Beeline" cited as an example the segment of programmatic marketing, in which many Russian companies have been working for ten years.
“For us now is not relevant, as for other industries, the issue of import substitution.
We are working on Russian software, moreover, with the departure of foreign players, we even won, ” Lazarev said.
According to him, the large amounts of data that telecom, e-commers, banks and social networks have today allow us to go into new niches.
One of the important tasks is to evaluate advertising for which there is customer demand.
Large international companies that owned anti-fraud technology left the Russian market, and a domestic product that solves this problem should appear in the near future.
In general, according to the participants of the session, the advertising market today is changing so rapidly that it often overtakes the ideas of advertisers about a particular tool.
Marina Surygina, Director of Digital Strategy and Marketing at Gallery (MEDIA1), noted that many advertisers still oppose outdoor advertising to the digital world, but the reality is that modern OOH surfaces are an absolutely digital advertising tool that is embedded in end-to-end analytics and shows excellent results.
“With each design, about half a million anonymized user data is collected per day, ” Surygina stressed. –“ These data can not only be used here and now, they can still be “flagged ” with a large number of our partners.
Today, among our partners are VK and Beeline.
We sell products based on user data because the advertising market demands it. ”
Today ’ s outdoor advertising opportunities, according to Surygina, looked fantastic five years ago.
For one campaign, you can run hundreds of creatives, outdoor can be integrated into omnichannel campaigns, target advertising messages and receive transparent performance data.
One example of this, according to Ruben Hovhannisyan, is an experimental campaign to promote the telegram channel “MUZ-TV ” through outdoor advertising, which is being conducted right now by the department of digital transformation“ MEDIA1 ”.
The main news of the show business from the Telegram page are broadcast in real time on the digital constructions of the Gallery throughout the country.
In the future, with the help of mac addresses on the segmet of those who saw this message, the second touch works already through the classic Internet promotion.
“Thus, we see how outdoor advertising is perfomite, we do analytics and compare the conversion to a subscription to the TG channel among those who have seen and have not seen advertising on the boards.
This experiment will open up a number of additional opportunities for customers of all resources of the group of companies and especially Gallery, ” Hovhannisyan stressed.
An important trend, which appeared precisely due to more accurate work with data, is the arrival in the outdoor advertising segment of medium and small businesses.
SMEs this year have lost some of the usual promotion tools, and outdoor advertising effectively replenishes them in terms of attracting customers and promoting companies.
VDOOH and GETRADIO solutions, which are platforms for advertising opportunities in outdoor advertising and on the radio, have become popular in this context.
Television is gradually becoming a digital tool.
This trend was told by the head of media analytics “Sberbank ” Georgy Epifanov.
According to him, television has always been perceived as a media focused primarily on increasing product recognition.
In advertising campaigns, he was given the role of a supporting channel to increase the conversion of performance instruments.
But now television has new techniques of interaction with the audience.
In particular, today artificial intelligence is used to determine the context of the ether and embedding the corresponding advertising message in it.
According to Epifanov, the use of these technologies gives a planned number of conversions, which is correlated with similar performance tools of digital marketing.
It is convenient for marketers to calculate the effectiveness and monitor the progress of the campaign.
By the way, the issue of convenience of tools for marketers became one of the important ones during the discussion.
Advertising platforms are rapidly evolving: interfaces are simplified, functionality, on the contrary, becomes more complex, settings are more accurate.
“The marketer needs to be more precise, closer to his client, ” said VK ’ s commercial director,“ Personalized communication with the consumer today comes to the fore.
This is quite a costly and time-consuming process, and so that it does not take away from marketers all the working time, product developers have to make a lot of effort.
At the end of last year, VK launched the VK Customer Experience Hub, which allows you to work with serious amounts of data inside a large social network more efficiently and faster. ”
The final part of the discussion was devoted to the marketing of the future.
We talked about cryptocurrencies, as well as the prospects of using NFT and 5G.
According to Konstantin Parshin, these technologies have already de facto entered life.
As for the more distant planning horizons, the expectations of marketers are related to AR and VR technologies.
The integration of advertising equipment into virtual worlds, according to the expert, will become one of the key trends.
Leaving it without attention is definitely not worth it.
In the OOH advertising segment, we are waiting for creatives created with the help of drones, and then with the help of a microsatellite.
Ruben Hovhannisyan, in turn, drew attention to the importance of investments that can create breakthrough advertising technologies.
The problem is that the existing players are mainly focused on improving existing tools: improving targeting accuracy, optimizing purchases.
It is important to develop them, but if at the same time you lose sight of innovations, then the Russian Federation will always only catch up with technological leaders.
According to Hovhannisyan, the research of MEDIA1 and ACAR shows that advertisers are not quite ready for the emergence of the technology of automatic generation of creatives using artificial intelligence and neuromarketing.
And Western companies are already fully engaged in these areas.
In the Russian market, such developments are also in the stage of ready MVP.
According to Oganesyan, they must be used already now.
It is worth investing in, perhaps with state support.
We have a good chance not to catch up, but to be the first, if not miss.
Such developments already have time.
And examples of products from Skolkovo are a clear confirmation.
If you only repair a leaking roof all the time, then there is little chance of ever building a new house.
Summing up, the participants agreed that today we need a balance between current technologies and venture capital, and it is important not only to look at current trends.
It is necessary to test new tools in order to make mistakes often, as inexpensively as possible, to develop due to this and to reach a new technological level.

Title:

Content: “The victory will be honest, not cunning. ”
5 global trends in consumer behavior that will definitely affect Belarusian business
Text Size:
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Source of material: ProBusiness
What will allow brands to hook and retain consumers in the coming years?
Employees of CIVITTA Belarus have studied more than three hundred international trend reports and, based on their experience in more than 20 different markets, formulated 5 changes in consumer behavior for Pro Business, which can be useful for Belarusian business in making development decisions.
Partner of CIVITTA office in Belarus Evgeny Krasnyansky commented on the results.
“Global trends cannot be ignored ”
— Knowledge of trends is important to develop new solutions, focusing not only on the usual business logic and developed KPIs, and to think beyond the usual.
Trends, as a rule, set the tone when developing new products, new directions of development of companies.
There is an expression: “The future has already come, but it is unevenly distributed throughout the world. ”
We operate in many countries with different levels of market development.
We observe how the same segment, whether SMM or confectionery production, is at different stages of development in different regions.
This makes it possible to provide options for changes for Belarus as well.
Especially for those industries that are in the conditional “past ”.
Global trends cannot be ignored, sooner or later they reach our country.
For the past three years, the world has been rapidly changing.
This process is not yet complete, it is difficult and painful.
The coronavirus, the associated lockdown and the collapse of the economy affected each of us, and all of humanity.
Thus, surveys that were conducted in different countries among the representatives of the generation of zumers (18-22 years) show that people consider the past three years literally “thrown out of life ”,“ wasted ”.
Crisis followed crisis.
Abnormally warm days.
Abnormally cold days.
Epidemic. War.
Literally a permanent crisis.
Even the word permacrisis appeared.
Not only appeared, but also became the word of 2022 according to the Collins dictionary.
The consequences of this not yet fully experienced collapse were expressed in five emerging changes in human behavior.
It is important for businesses to know about them.
5 Behavioral Changes That Are Important For Business
1.
The desire for truth, honesty and openness.
The words of the year seem to be a lot.
Thus, the Merriam-Webster explanatory dictionary named the term “gaslighting ” as the word of 2022.
It means the intentional conviction of a person in his inadequacy, depreciation and discrediting of someone's thoughts, feelings, actions.
The goal of gaslighting is to instill doubt, sow self-doubt.
At the global level, this has led to the fact that people, reading the press, listening to influencers, do not fully believe any source.
They absorb information, but they can ’ t tell where the truth is.
As a result, there was a sharp drop in confidence in previously respected sources of information.
Trust in traditional media, social networks, search results on the Internet has been falling significantly since 2020.
What it means for business
Be honest and transparent with the consumer.
This is not easy, but it will help you stand out in the open spaces of endless discussions about fakes and manipulations.
According to researchers from Accenture, two-thirds of consumers consider transparency one of the most attractive qualities of a brand.
Brands need to be candid about opportunities and not promise anything that can ’ t be fulfilled.
Confess about problems and shortcomings.
This is a long marathon and it will be won by the honest, not the cunning.
Transparent approach affects the communication of brands at all levels: not only in external PR, but also in B2B relations, in corporate culture and so on.
According to the authoritative global study on trust in various structures Edelman Trust Barometer '2021, business took the first place in trust in 18 out of 27 countries, beating the media, government bodies and even non-profit organizations.
2.
“We want to buy from those who are close to us in values ”
Previously, the formula for a successful sale of goods was the right price-quality ratio - and this was enough.
Today, a new component has been added to this formula: values.
People want to buy from those who are close to them in spirit.
This trend is particularly pronounced among young people.
According to various studies, 60 – 70% of people agree that brand values influence a purchase.
This trend has not bypassed Belarus.
CIVITTA research records that when asking consumers “why do you buy this or that brand ”, among the standard options“ beautiful, tasty, inexpensive ”, there are more and more answers regarding values.
For example, “I ’ m buying, there ’ s a padabayettsa for me, as the brand expands the pa-Belarusian ”.
If earlier such reactions surfaced singly, then last year such answers have become more frequent.
The trend for values is manifested not only in the b2c sector, but also in b2b, where it is presented in a different format.
In more developed markets, participating in tenders, we increasingly see that in the list of tender documents, we are asked not only for accounting documents, but also for the Code of Ethics.
What it means for business
The mission and values of the company cease to be chapters from the textbook and pages on the site.
They are becoming important not only for large corporations, but also for small and medium-sized businesses.
According to hfpkbxys, “value ” brands are growing 7 times faster than regular brands.
And give 55% growth in their categories.
Businesses need to reflect on what important value they can add to their brand – cultural, environmental, technological, etc.
In this matter, it is necessary to be consistent and honest so as not to create in the consumer a feeling of “pulling behind the ears ” and artificial.
Support your values with actions, content on social networks, demonstrate support for initiatives close to you in spirit.
Engage employees – offer benefits and bonuses and encourage those who talk about the company ’ s values in their personal social networks.
3.
“I am in the center ”: people want to be valuable themselves
During the coronavirus, people realized that life is a fragile thing, we are not eternal.
Health is important.
We are the most valuable thing we have.
Thus, the “I-centric ” way of thinking has been strengthened.
The consequence is that people want respect and attention.
One manifestation of this change in behavior is the growth of the market for mental health goods and services.
This is food, and products that help to cope with stress, and special programs against burnout, retreats, coaching...
Many manufacturers began to actively enrich their products with something useful.
This concept / category of goods was called “better for you ” –“ the best for you ”.
It can be conditionally vodka with vitamin C, chips with goji berries and even coffee with probiotics.
If earlier this was typical for premium goods, now it has moved into the category of cheaper products.
It is expected that by the end of 2022, the “better for you ” snack market will already make up 20% of the total global snack market.
“I-centricity ” is also expressed in the desire to be heard, including by brands.
This desire was caught by large companies: for example, the furniture manufacturer IKEA and the clothing brand H & M have created a common creative hub in London, where creative people can come and express ideas for new products.
What it means for business
Think about how you can emphasize the value of the client, how you can say thank you to him, express respect.
Try to engage your audience in the life of the brand, especially as people are willing to get involved.
Ask for feedback.
Customers feel great when they are heard and appreciated, it builds trust.
In addition, it is worth using reviews to tactfully improve your product and offers.
Reduce customer response time: More than three-quarters of consumers expect brands to respond in less than 24 hours.
4.
Knowledge of ourselves
When unforeseen crises arose, our usual “home-work-shopping ” routine collapsed.
Many people were locked up at home in a remote location, spending time with computers in their home clothes.
There was a need to make life more comfortable, as well as emphasize your individuality and stand out.
The consequence of these changes is DIY (DIY) everywhere.
The DIY approach allows people to: a) engage and diversify their leisure time b) create something personal and unique.
Curiously, this trend has come in a wide variety of segments: from household goods to food and cosmetics.
The global DIY retail market is projected to generate $1.278 trillion in revenue between 2022 and 2030.
The consequence of this change is hyperpersonalization.
The consumer wants to be sure that he is buying something that is most suitable for him.
Companies that picked up this trend began to produce products for very narrow niches: products for zodiac signs, for gamers, etc.
In Ireland, they even invented a beer based on human DNA Double Helix - ostensibly so that the consumer would like the taste of the drink 100%.
Unfortunately, the size and purchasing power of the Belarusian market does not always allow to provide a niche for such hyperpersonalization.
Therefore, this trend comes to us, first of all, through large brands.
What it means for business
It is important to understand that all buyers are different.
That template solutions will stop working.
That we can't sell to everyone.
When developing a new product or service, it is worth starting from the interests, lifestyle, values, habits of consumers.
Making a decision, you need to think about how you can emphasize the value of the client.
With the desire to know oneself and hyperpersonalization is connected the trend towards localization.
Often, when answering the question of who we are, people no longer proceed from the concept of a country, but from a narrower region.
Therefore, in the creation of goods it is necessary to lay more connection with the roots, locality, local culture, to make them more authentic.
Conditionally – not just Belarusian, but Polessky, Narochansky, Brest, etc.
5.
The desire for the world to be more sustainable
We are talking about what Western reports call the word “sustainable ” and includes anti-discrimination, equality, reducing environmental impact, etc.
For international manufacturers, sustainable products are already driving business powerfully.
Unilever ’ s brands now account for as much as 70% of the company ’ s turnover growth.
Previously, such a concept was a privilege of developed countries and concerned large corporations.
Today it is a global trend that concerns everything.
In both developed and developing countries, in all forms of business.
Sustainable technologies penetrate into banks, construction, provision of services:
In the Baltic States, Poland, Russia and the Caucasus, this agenda has become permanent.
In Estonia, not only large companies, but also small businesses order research and consulting, for example, on how to reduce the carbon footprint.
How to create and develop an organic product and integrate it into the global value chain.
The popularity of circular economy, recycling, reuse of goods and other ESG concepts has increased significantly.
What it means for business
So far, in Belarus, a sustainable approach does not give a large increase in sales, but it is very likely that at some point a rapid critical turning point will occur.
And this factor will turn into a must-have.
We cannot be isolated from the world and avoid the global trend, which in its strength and prevalence, perhaps, can be placed in the first place.
Our business needs to be prepared to develop and demonstrate its ESG policy.
For those who think about it before, in the future it will be easier and faster to fit into this trend.
Remember that brand sustainability is becoming an important factor of loyalty on the part of young people.
And given the desire of Belarusian brands to rejuvenate the consumer audience, it is important to know that for young people, environmental friendliness, ethics, transparency are not an empty phrase.
Belarusian youth, just like zoomers around the world, are thinking about what kind of world they will live in and how brands can show concern for a better future.
You can find a selection of trend reports from international consulting, creative, financial, technology companies and agencies here.
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Content: People 's Daily Online > > Economy and Technology
"Helping enterprises to relieve difficulties and overcome difficulties" series report
“Timely Rain ” Relieves Tourism Anxiety:“ Confidence ” and “Patience ” Are More Precious Than Gold
Wang Zhen, Xu Weina, Ma Xiaobo, Wu Chao, Zou Xing
April 28, 2022 09: 54 | Source: People's Daily Online
Small number
The main body of the market is to ensure employment and people's livelihood, and activating the main body of the market can enhance the resilience and potential of the economy.
In recent years, China's food and beverage industry, manufacturing industry, tourism and other industries have been seriously affected, and various departments have issued policies to help small business owners and self-employed people overcome the difficulties.
"The world is so big, I want to see it."
Under the epidemic, people's travel plans have slowed down and the tourism industry has stagnated.
With the loss of stable passenger flow, the uncertainty of the operation of small and medium-sized enterprises in travel agencies, hotels, and guesthouses is increasing.
Since the outbreak of the epidemic, the central and local governments have launched a series of policies and measures to bail out the tourism industry and promote the recovery of consumption. On February 18, the National Development and Reform Commission and 14 other departments jointly issued a number of policies on promoting the recovery and development of difficult industries in the service sector.
What is the “feeling ” of these initiatives?
How does tourism get out of trouble?
How far is the recovery of the industry? People 's Network talked to the three heads of tourism enterprises.
DialogueIntroduction
Zhao Yong: Owner of Nanjing Guantu International Travel Service Co., Ltd.
Liu Qiang: Head of Bell Drum Tower Hotel in Xi 'an
Xiaodong Brother: Guest House Liubai Villa Brand Manager
Repeated epidemics make it more difficult for tourism to recover
People 's Daily: How big is the impact of the epidemic on tourism enterprises?
Zhao Yong: My travel agency started from "zero", developed in 4 years to more than 10,000 annual reception, annual sales of more than 35 million yuan, and the team size was close to 30 people.
Now, you can only rely on friends to bring goods and other means to barely make a living.
At the beginning of 2020, we received a return ticket from tourists, about 1,300 people, the per capita consumption amount of 4500 yuan, according to the policy requirements at the time, must be fully refunded; after the spring tour "peak season" last year, I decided to invest more than 700,000 yuan to prepare for the "summer file".
I now take care of the circle of friends with goods, but also have to carefully calculate the cost of travel agents: 7200 yuan of rent and property costs, 7500 yuan of basic living expenses for employees, 7964 yuan of social security costs, 700 yuan of taxes and fees …
On April 13, Zhao Yong set up a temporary stall in Nanjing and Yan Road to start a flower business.
Respondent 's Map
Liu Qiang: I run five hotels and a B & B, 80% of the rooms are located near the clock tower in the core area of Xi'an, and the local guests are less, and the main customer group is foreign tourists.
In the past two years, the repeated outbreak of the epidemic and changes in the epidemic prevention policy have brought great uncertainty to the daily operation of the hotel.
Economic losses are unavoidable.
One of my hotels had sales of 18 million yuan in 2019, which dropped to 7 million yuan after the outbreak of the epidemic in 2020, and although it recovered more than 1 million yuan in 2021, it was still in a state of loss.
Xiao Dong brother: I and my family, in Dali, the main high-quality B & B, two stores before and after the investment of 20 million yuan, a total of 17 rooms, more than 30 employees.
"Our customers mainly come from commercial first-tier cities, and the recent epidemic prevention situation in Beijing and Shanghai has directly led to" zero occupancy rate ".
In the past two years, the consumption of vacation rentals is relatively high, but the actual situation of vacation rentals is not optimistic.
If you look at the overall data of the industry, many people may think that business is good, but in fact, we practitioners are willing to know.
Heavy asset operation pressure, content marketing become a trend
People's Daily: What are the biggest difficulties, and how have you overcome them in the past few years?
Zhao Yong: At present, the main difficulty is still "money", but if you want to borrow money, the bank looks like a travel agency, and then you see that there is no collateral, and it is very difficult to borrow normally.
Recently, the government has issued a special policy on financial relief for cultural and tourism enterprises, hoping that these policies can be implemented as soon as possible to our small enterprises.
In the face of the epidemic, the impact of the return of orders is not only business income, but also a bigger problem is that it directly leads to difficulties in cash flow.
Air tickets, hotels, and most of the fleet are operating models of prepaid funds, and it is impossible to quickly collect the money back in the short term.
Rent, employee social security, basic salary these costs also pressure me out of breath.
The office area has changed from 300 square meters to 50 square meters, and there are only five employees left.
During the period, I also sold a suite, and the more than 2 million yuan I received was used to pay the dismissed employees' wages, breach of contract, and suppliers' money.
For the industry talents that have been recruited in these years, I really do not want them to leave, after all, in the long run, tourism is still a track worth looking forward to.
Liu Qiang: No tourists means no business.
Xi'an is a tourist city, for the operation of the hotel, inseparable from the continuous flow of tourists.
Since the outbreak of the epidemic, the impact on hotels in the core area of urban tourism has been very large.
Rent is the hard cost of our business, and the government's rent reduction policy is very important to our industry.
At present, most hotels are operated by heavy assets, properties are mainly leased, personnel input is large, and the cost is relatively fixed, and without cash flow, the hotel is difficult to maintain operations, and the operating conditions before and after the epidemic are very different.
Over the past two years, we have made a lot of exploration and adjustment in response to the changes in the tourism market, and currently mainly maintain operations by doing "segregated hotels".
In difficult times, we also want to fulfill our social responsibilities.
Xiao Dong Ge: Homestays, like most hotels, are asset-heavy operations, losing stable cash flow, and it is difficult to maintain.
In the past two years, we have paid more attention to new media marketing, attracted customer flow through social media and content marketing of “planting grass ” platforms, and enriched customer acquisition channels.
Sometimes, an article can bring in nearly a hundred orders.
In March and April last year, for example, despite the impact of the epidemic in Ruili, Yunnan, the occupancy rate of my bed and breakfast remained at the level of 92-95%.
Xiao Dong 's article on the "planting grass" platform has won a lot of praise collection.
Now is not the time to hang the information on the OTA platform "lay earn", you have to constantly ponder how to stand out from the many online celebrities.
The overall decoration of three years without changing the style may be old and outdated, and the flow will be lost.
Many things have to be played in person, sometimes uploading a "grass" article will take half a day to repair, color, layout...
Editor's note: In view of the capital turnover problem generally reflected by the tourism industry, on February 18, 14 departments specifically proposed 7 more targeted relief measures such as temporary retirement of tourism service quality guarantee, suspension of unemployment insurance, industrial injury insurance fees, and increased credit supply and financial support for inclusion.
It is worth noting that the 43 measures issued by the 14 departments also encourage government enterprises and institutions to submit to the travel agency the formulation of plans for trade union activities, exhibition activities, etc., which are held in accordance with the regulations.
Up to now, the governments of Shanghai, Jiangxi, Hainan, Hunan, Hubei, Chongqing, Guangdong, Shandong and other places have introduced detailed policies and continued to increase financial, financial, tax and other policy support to bail out tourism enterprises.
In addition, in order to encourage local banks and other financial institutions to increase their support for contact service industries such as cultural tourism and other promising but temporarily difficult industries affected by the epidemic, the central bank and the foreign exchange bureau issued 23 financial relief measures on April 18 specifically pointed out that it is necessary to "strengthen information sharing with relevant departments in commerce, cultural tourism, transportation and other industries." To provide differentiated financial services to industries that have been greatly affected by the epidemic.
On April 20, the State Council issued the "20 Articles to Promote Consumption", which specifically pointed out that the relief measures for special poverty-stricken industries such as catering, retail, tourism, civil aviation, road, water and rail transportation should be implemented; the small and micro enterprises and individual industrial and commercial households in the service sector that lease non-state-owned housing should be given appropriate assistance; and continue to expand cultural and tourism consumption.
“Faith ” and“ patience ” are more precious than gold
People ’ s Daily: What are your plans for the future?
Zhao Yong: engaged in "bringing goods" is only a stopgap measure, but also some gains: on the one hand, their WeChat friends "good play will eat" more; on the other hand, docking with local cultural and tourism enterprises for so many years, but also accumulated some access to goods.
On April 6, Nanjing is already a low-risk area, which is good for the tourism industry.
However, the epidemic does not know whether it will be repeated.
We will contact some of the extension industries of the tourism industry to alleviate anxiety.
I have always felt that when people reach middle age, the transition is not easy.
But looking at the peers there are many into short video, live broadcast and other platforms, to force the surrounding tourist attractions recommended or live with goods, have achieved good results, feel that it is time to move up.
Liu Qiang: Since the epidemic, the government has introduced many policies to help enterprises reduce their burden. In fact, for us, it has given us more confidence to survive this difficult period.
When epidemic prevention becomes the norm, the entire hotel industry is gradually exploring ways to adapt to new business models and adapt to new changes.
In the future, being a “quarantine hotel ” is not a long-term solution. On the one hand, we hope for the improvement of the epidemic situation and the appropriate release of prevention and control measures, and at the same time, we are trying to find ways to break the situation and seek vitality for future development.
During the epidemic, staff at the "quarantined hotel" were cleaning their rooms.
Xiao Dong Ge: Homestay is different from rural farmhouse, it pays more attention to the user's quality experience and product design sense, and needs to combine the "network red card" with the function of quality leisure.
Now people's living standards are improving, more and more people are willing to pay for a higher quality consumer experience, this group is our target customers.
The epidemic will eventually pass, but the trend of consumption upgrading will not change, which is the most important reason why we continue to persist in this industry.
In the future, it is hoped that government departments will speed up the construction of roads and transportation infrastructure around tourist attractions, and further clarify the red line of coexistence of residential investment and ecological environment, which is crucial for the long-term development of the residential tourism industry.
Expert comments:
Policy support and supply pull to boost long-term confidence in tourism
Dai Bin, director of China Tourism Research Institute, believes that the epidemic has made the tourism industry aware of the power of the market and began to re-examine tourism resource development, project construction and industrial innovation from the perspective of consumption.
The implementation of the tourism "14th Five-Year" development plan, coupled with the implementation of a new round of relief and support policies and local innovation, will bring predictable space to the tourism industry from both policy support and supply pull.
With the combined strength of fiscal policy, financial policy and industrial relief support measures, the foundation for the recovery of the tourism industry is firmer.
"What the tourism industry needs now is to boost confidence," said Lu Ning, a lecturer at the Institute of Tourism Development at the Second Foreign Studies College in Beijing. The World Tourism Organization expects the number of international tourists to recover to 80% in 2019 by 2025. The tourism industry still has a long way to go and needs the industry to stick together.
Reporter's Note:
"No winter is insurmountable, no spring is not coming."
People in adversity always like to use this sentence to express their boundless vision for the future and their firm confidence in moving forward.
Supporting the long winter and waiting for the recovery of spring is a true portrayal of the current tourism industry.
How to get out of the predicament is the most realistic problem in front of tourism enterprises.
Since the outbreak of the epidemic, the central and local governments have launched a series of corporate rescue policies, including tourism, demonstrating the country 's determination to help special hardship industries overcome the difficulties, and also injecting confidence into the tourism market. Zhao Yong, Liu Qiang and Xiao Dong also expect more support from government departments and policy level support.
See Miniature.
Tourism recovery will not be a one-off process, but after a difficult step, their originally anxious, confused heart, also began to become clear and firm.
Through these practitioners, we can see that what makes them stick to it comes from sticking to a cause, and more from the government's determination to bail out small and medium-sized enterprises, and from the vision of the future of the tourism industry.
Until the epidemic has dissipated, let us use a determined journey together to go to the "distant" that has always been watched.
A series of reports on helping enterprises to relieve difficulties and overcome difficulties
One: The restaurant owner talked about the "road back to blood" epidemic for three years, how we "cook" the future
Two: smooth economic "capillaries" and "real gold and silver" to stimulate the endogenous power of small and medium-sized enterprises
(Editor: Wang Zhen, Gao Lei)
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Content: Saudi Economy and Growth Prospects
|
Development, growth indicators, and positive global ratings ratings ratings from international organizations and credit agencies have become constant features and characteristics in the Saudi economy during the recent period, and this is evident in the qualitative leaps and talking figures achieved in various development sectors and development projects.
Digitally, the Saudi economy achieved qualitative leaps in the past year, despite all the negative effects of 2020, which was agreed to be called "the year of the epidemic", the global economy has suffered a historic contraction of the outbreak of the Corona pandemic, due to the emergency measures taken by governments around the world, to limit the health damage of this pandemic.
The Saudi economy, like other economies, contracted 4.1 percent in 2020, but managed to grow by 3.3 percent in 2021, reinforcing the path of economic recovery from the pandemic, as well as indicating the effectiveness of the measures and restrictions imposed to minimize the damage caused by the epidemic, which no one expected.
It is remarkable in the pace of growth of the Saudi economy, the highest since 2015, when it recorded 4.1%, and despite all the negative effects of the epidemic on the economic arena as well as health, but the recent growth exceeded the level of a number of countries "G20", as well as European countries.
The recovery in this economy comes after the largest contraction since 1987, the stage was short between a contraction followed by a recovery to come after growth, at a time when the final picture of the Corona pandemic is not yet clear.
In fact, this short period of time in which the economy has gone through three stages would not have been possible without the government ’ s exemplary treatment through balanced and realistic policies, since the measures taken in the year of crisis were primarily aimed at protecting economic gains and maintaining their cohesion, regardless of any considerations or costs.
Since the first signs of the economic crisis caused by the Coronavirus, the Saudi government has, of course, rushed to provide support not only in the health field, but in the economic arena, which included the private sector, the first partner in the process of development and economic construction through the Saudi Vision 2030.
The safety and success of the measures taken on the Saudi arena, both healthy and economically, prompted competent international bodies to praise it, especially after it achieved its objectives in a short period of time, and therefore, it was natural that the economy of the country emerged from the state of contraction and began its path towards growth with steady and more sustainable steps.
One of the striking points in the course of economic growth in the Saudi arena is the rapid and strong rise in the share of the non-oil sector in it and its contribution to GDP, and this sector achieved a significant growth of 6.6% last year compared to a contraction of 3.4% in 2020, it should be noted that the oil sector returns to growth after two years of a contraction of 6.7%.
The vision projects pushed local economic activity to new heights, helped to achieve overall growth and growth in different sectors at the same time, and there is no doubt that the non-oil sector is achieving distinctive leaps, in the last quarter of last year achieved a growth of 5%, while the government sector recorded a growth of 2.4% in the same quarter.
The overall growth levels achieved at the level of Saudi economic growth indicators exceeded even the expectations of international bodies such as the IMF and the World Bank, supporting the country ’ s economic policy plans aimed at completing the economic construction with the highest standards and sustainability, in light of an endless series of projects and initiatives to promote the comprehensive development path and provide the necessary tools through supporting legislation, assistance or necessary tools.
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Content: gorod55
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The market for printing services.
Omsk printing houses are fighting to the death for orders
In 2021, the domestic book market began to recover from the effects of the pandemic.
Estimates are still underway, but, according to preliminary data, it may be more by 13% and reach 95 billion rubles.
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While some companies reported initial surges in enrollment due to increased unemployment and economic uncertainty, the long-term sustainability of these gains has proven questionable.

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Content: The Forces That Will Reshape B-to-B Marketing in 2023

After 3 years of disruption, CMOs face a pivotal year for their organizations and careers

For many b-to-b chief marketing officers and their marketing organizations, 2023 will be a crucible year. After three pandemic years, marketers are facing not only budget cuts and hiring freezes but also pressure from their C-suite to do more and do better. Much like their b-to-c counterparts, b-to-b CMOs are being asked to take the lead on nearly everything from innovation and customer experience to new business development, product strategy and channel management, data and analytics. And yet, many are worried for their jobs.

Though CMOs have gotten used to turbulence and volatility year after year, how they navigate 2023 could redirect the trajectory of their organizations, careers and even the marketing discipline for the next decade.

To better understand the unique challenges facing b-to-b marketers in 2023, we talked to analysts, researchers and consultants, as well as the CMOs representing professional services, ad tech, mar tech, IT software, risk management, analytics services and account-based marketing (ABM). What emerged from these conversations was a set of underlying trends that have the potential to impact b-to-b marketing in 2023 and beyond.

Customer happiness will be a defining issue

Given the uncertainty about just how bad the economy will get, b-to-b CMOs are expected to shift their focus to customer retention this year.

“We’ll need to drive the same or more revenue with less budget, and in an environment where winning new customers will be much harder,” said Amanda Malko, CMO of software marketplace G2. “One positive to come from all this is that CMOs will finally focus more attention on their existing customers and ensure they are happy, successful and growing with their companies.”

Fortunately for b-to-b CMOs, retention is an area where their marketing organizations have historically excelled. According to Forrester estimations, between 77%-80% of all b-to-b company revenue derives from customers with whom the firm has done some business in the past. However, 2023 will test b-to-b customer retention programs in ways not seen in years.

For one, business customers have become more demanding and unpredictable. They constantly evaluate and reevaluate their purchasing decisions, often conducting rigorous desktop research on a company before even agreeing to take a meeting with a salesperson. They are younger and members of large, global multifunctional buying committees. They make purchasing decisions based on brand reputation and the relevance of a product or service to their rapidly evolving needs. And above all else, they want their company to understand what they’re trying to accomplish with a product or service on an intimate level.

“It’s been far too common for b-to-b marketing organizations to just push more offers—buy this, see that—at their existing customer base,” said Ross Graber, vp and principal analyst at Forrester. “The organizations that are going to be successful in 2023 are the ones who are investing in deeply understanding what their customers require across the totality of the relationship, as opposed to looking at the relationship only through the lens of a single product during the buying process.”

The path to success for b-to-b companies will be to not tinker at the edges but instead position customer health and customer loyalty at the center of what they do and who they are as organizations. B-to-b CMOs, for their part, can be the driving force for building and sustaining symbiotic ties with their customers as if those relationships are with a concierge or even a friend. CMOs are the C-suite executives best positioned to create systems to measure customer value, employ design thinking methods to build customer loyalty and lead the organization in a transformation toward customer centricity.

“There’s a lot of talk of ‘customer-first,’ but with a looming recession and mounting business pressures, it will be more important than ever to practice what we preach,” said Randi Stipes, CMO of IBM Watson Advertising and The Weather Company. “Let’s resist becoming ROI junkies; this is the time to test, learn and play the longer game.”

Marketing organizations have already begun to move in this direction. Even as CMOs face pressure to justify budgets, cut back on spending and put off innovation projects, investments in customer loyalty programs are on the rise. According to Gartner predictions, both b-to-b and b-to-c companies will increase their investments in loyalty programs as a percentage of their total marketing budget in 2023. And the percentage of companies adopting loyalty programs will increase in industries with some of the lowest adoption rates, including automotive, consumer-packaged goods and industrials and chemicals, according to the Gartner research.

“There’s an increasing desire among customers to have fewer relationships and deeper relationships with brands—and relationships that are more tailored to their specific wants and needs,” noted Andrew Frank, research vp and distinguished analyst at Gartner.

Early adopters of ABM will have the advantage

Though the concept of ABM has been around for a while, 2023 may be the year it goes from theory to practice. At its core, ABM is about identifying a set of highly targeted, high-value accounts and building lasting relationships with them. Instead of trying to generate as many leads as possible and nurturing them with tried-and-true digital marketing tools, practitioners of ABM focus their energies on specific prospects with personalized messaging, communications and even customized thought leadership content.

So, why now for ABM? As Nick Panayi, CMO of conversational AI software company Amelia, explained it, not only have technologies advanced, but the talent pool of practitioners has deepened. Also, more executive leaders are embracing the concept amid macroeconomic uncertainty, he added.

“We have finally managed to get our chief revenue officers and CEOs to appreciate the value and impact of a well-functioning ABM program,” Panayi said. “That is naturally a great thing for CMOs who have already invested in ABM and have the ABM staff, platforms and discipline necessary to deliver the ROI.”

Hila Shitrit Nissim, CMO of mar-tech company Blend Localization, added that ABM will become prevalent in the coming year, in part because of challenges with running targeted campaigns and tracking data using traditional methods. “The increasing popularity of ABM strategies and tools is due to their ability to effectively reach specific target prospects,” Nissim said.

The budget dollars flowing to ABM in 2023 will be substantial. According to a survey of marketing executives from U.S. b-to-b businesses, 70% of digital marketing leaders plan to invest in ABM technology in 2023. Meanwhile, 63% of businesses surveyed by the agency already use ABM methods and practices, but of those companies that currently use ABM, as much as one-third reported having limited experience with ABM.

Building an effective ABM capability takes a minimum of six months, and many CMOs have yet to make the necessary investments in ABM. “I believe we’ll see an increasing chasm between expectations and results that will frustrate CROs and CEOs and will put CMOs in jeopardy,” Panayi said about CMOs who are behind the curve heading into the new year.

Thought leadership is getting more granular and targeted

For b-to-b organizations, thought leadership has long been a powerful tool for driving revenue growth and differentiating the organization in the ideas marketplace. But with budgets under pressure and every marketing initiative scrutinized for maximum ROI, many b-to-b marketing organizations have pivoted their content development away from sweeping brand-building stories (think, “The Future of Metaverse”).

Joseph Kingsbury, managing director at Edelman Business Marketing who studies thought leadership, said he has seen b-to-b companies begin to target their content toward existing customer portfolios, with the goal of customer retention and cross-selling.

“In 2023, whatever you’re doing really has to move the needle with key audiences,” Kingsbury said. “In fact, an increasing number of companies are starting to use account-based marketing for communications and thought leadership, instead of solely for sales and advertising.”

Savvy b-to-b CMOs are seizing the opportunity to experiment

While most b-to-b CMOs will be constrained by hiring freezes and lower-than-normal advertising and marketing budgets, the savviest will find ways to innovate and test new technologies and applications, channels and brand narratives that will position their companies to be more competitive come 2024.

Those experiments are likely to extend to the creator economy. Michelle Wiles, senior marketing director at testing platform Swayable, expects more b-to-b companies to partner with creators in 2023 to produce “snackable” content. “Getting an executive to commit to a 30-minute webinar is a big ask,” Wiles said. “But short-form video content combined with LinkedIn’s b-to-b targeting could be a killer combo.”

Stipes said she is eager for b-to-b marketers to take a page out of the b-to-c playbook and diversify their content: what they create, who creates it and where it’s distributed. “How do we move beyond product features and benefits to show versus tell, to educate versus sell?” she asked. “How do we use influencers and partners to help tell our stories? How do we better leverage less traditional platforms like podcasts, and eventually the metaverse, to reach audiences where they are? I’m watching brands who have the courage to experiment.”

2023 will be a big year for AI

B-to-b marketing organizations haven’t realized the full potential of technologies like artificial intelligence—yet. But facing budget constraints, marketing teams are figuring out how best to use AI and other technological applications to help them be more efficient in their day-to-day jobs and even create content.

One major recent development is ChatGPT and other AI models that can communicate in plain English, write and revise text, and even write code. Lawrence Schwartz, CMO of b-to-b software provider Aspen Technology, said ChatGPT opens the door for AI to play a larger role in marketing, including the possibility of drafting content and marketing copy.

“We could see marketers’ roles evolve to take on new responsibilities, including being the idea generator and editor for these new content creating AI engines,” Schwartz said.

The same AI technologies are also becoming the tools that help improve employee performance and efficiency. Software developer 6sense, for example, is using AI assistants to help schedule and coordinate meetings over email. “Instead of carrying on 20 conversations a week with 20 accounts, our salespeople can do 600 because the AI is responding and following up and looping in new people for them,” said Latané Conant, CMO of 6sense. “The AI assistant allows them to do better prep and hold better conversations when we actually get to the moment of truth with the prospect.”

Sustainability will be more embedded in marketing

In recent years, sustainability goals have become top business priorities for asset intensive b-to-b industries like energy and chemicals, which are under intense scrutiny to reduce their environmental impact. This has been reflected in brand messaging, marketing materials and external communications, including environmental, sustainability and governance (ESG) reports.

Schwartz said sustainability will become more of an embedded message in 2023, on par with operational excellence, profitability and performance. “It will no longer simply be a bolt-on addition throughout marketing content and activities,” Schwartz said.

Lucy Birch, chief marketing and communications officer at researcher Kantar Public, said she expected the industry’s focus on sustainability to extend to the carbon footprint of marketing itself. “There is a growing trend toward CMOs holding their media agencies accountable for making smarter choices around where investment dollars for advertising are placed,” she said.

Cross-functional collaboration is becoming essential

In the past several years, strategic marketing priorities such as innovation, customer experience and brand awareness have transcended functional silos, becoming top priorities for the C-suite while leaving the messy work of cross-functional execution to CMOs. Ewan McIntyre, vp analyst and chief of research at the Gartner for Marketers Practice, said he expects CMOs to focus more on fostering cooperation and communication rather than competition and isolation in 2023. In a down economy, especially, working together can garner results, he said.

“A really mature and effective CMO will have honest conversations this year with C-suite peers to work out not just the technology that’s required for shared ownership of business priorities but the operating models and processes that ensure that value is being created,” McIntyre said.

To be sure, cross-functional collaboration can strain already taxed marketing teams when not executed properly, resulting in underperformance against critical marketing goals. But in 2023, “it’s something that CMOs need to focus on almost relentlessly to get right,” McIntyre added.

Hitting a breaking point

Most b-to-b marketing leaders and their teams saw the Covid-19 pandemic as an opportunity to showcase their ability to respond to changing client and market needs in real time.

But that came at a high cost. For many marketers, the pandemic greatly intensified the conditions that lead to burnout: exhaustion, cynicism and inefficacy in the workplace. Now, as we enter 2023, employees and their leaders are facing another set of external forces that require even greater agility, resilience and adaptation. And many might not have enough to keep going.

“Where marketing functions have been flat out for the last three years, those CMOs who have not invested in nurturing and balancing the needs of their teams with the increasing demands of the business may well find that there is little left in the tank,” Birch said. One key for CMOs, according to Birch, is to resist spreading resources—both people and budget—too thin across areas that will not deliver value back to the business.

The best (enterprise) storyteller will finish first

CMOs are in the storytelling business. To excel at their jobs, all CMOs need a deep understanding of how stories touch audiences, such as why one message resonates while another fails to connect, in addition to having the leadership chops to oversee large, distributed, often global teams of storytellers.

The power of storytelling is now also increasingly central to their work as C-suite executives. At a time when companies generally reduce their advertising and marketing budgets, CMOs need to articulate their value story across the company.

“If you are one of those CMOs who is still not able to build a compelling story about how you build enterprise value, you are in trouble in 2023,” McIntyre said.

B-to-b CMOs must go beyond the conventional measurements of impact and find ways to present daunting concepts—such as ABM, market mix modeling and thought leadership—with care and compassion for their audience. It will take practice and inventiveness, but when done well, good “value storytelling” may mean the difference between the success and failure of a b-to-b marketing program.

“Marketing is traditionally looked at within b-to-b organizations as variable spend,” Graber added. “The program portion of that variable spend is always at risk when organizations are facing tough economic times or risking underperformance. But the marketing organizations and CMOs who do better here are the ones who have made clearer links between what marketing is bringing to the table and the company’s ability to achieve revenue outcomes.”

For the past three years, b-to-b marketers have been navigating through the greatest market and industry disruption in generations. In 2023, CMOs will need to build on their strengths and expand their aperture to guide their people and their brand through uncertainty ahead.

Adweek freelance writer David Kaplan contributed reporting.

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Content: Sections
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Bet on young people.
How companies in Ukraine overcome the shortage of personnel during the war
Natalia Boguta
In Ukraine, most companies note that they lack qualified specialists.
Meanwhile, business is gradually adapting to work in conditions of war and personnel shortage.
What specialists are lacking today and what steps are companies taking to attract the right personnel.
In Ukraine, since the beginning of 2024, the number of new vacancies has grown and even exceeded the level of 2021.
At the same time, the number of resumes is significantly less than the indicators of 2022 – 2023.
This was reported in March by the specialists of the National Bank of Ukraine in the Monthly Macroeconomic and Monetary Review.
In their opinion, this may indicate that the business has largely adapted to military conditions and needs personnel to further restore activity.
“But the supply of labor is limited by migration and mobilization.
It is also likely that job seekers have found it, or abandoned the search for personal reasons.
In early 2024, according to surveys, enterprises further noted an increase in the deficit of both skilled and unskilled workers.
To overcome this problem, employers are more actively trying to attract groups of the population that were previously out of the workforce, ” the NBU said in its review.
Focus investigated how critical the problem of personnel shortage is now in Ukraine and how large companies attract the right specialists.
The deficit is growing: who is needed by employers and how long does the search last
Even before the start of the full-scale invasion, Ukraine faced a shortage of labor.
But now that more than 6 million Ukrainians have been forced to go abroad, the economic situation in the country has become even more critical.
According to the Ministry of Economy, over the next ten years, Ukraine will have to attract an additional 4.5 million employees to the labor market.
Meanwhile, according to Work.ua, as a result, in 2023, the absolute majority of employers faced a shortage of personnel, which is aggravated by the uneven recovery of the labor market in both geographical and sectoral terms.
Analysts say that the shortage of personnel may face both employers in the front-line regions and in the west of the country.
The first difficulties with hiring are due to the fact that people were forced to move to safer regions or abroad.
For others, recruiting is complicated by a lot of competition with employers.
For example, in the Transcarpathian region, the labor market has recovered by 167% - there are significantly more employers than before the full-scale invasion, and there are simply not enough candidates for all.
"The most difficult to find candidates for vacancies in the categories" Medicine, pharmaceuticals "and" Workers' specialties, production ".
After all, the ranking of vacancies with the least number of reviews from applicants regularly includes positions of doctors and working specialties, ” says the analyst from Work.ua.
The companies confirmed that the shortage of personnel is felt acutely, especially if we are talking about qualified specialists with good experience.
“For example, in the process of selecting medical representatives in cities with a population of one million, out of 33 resumes, only 5 candidates are interviewed, of which we choose one.
It is often necessary to start the search again, since the final candidates do not have the full set of necessary competencies.
In addition, the search period for specialists with unique skills has increased from 1-1.5 months to 3 months or more, ” Lilia Dubas, Head of Teva ’ s Human Resources Department in Ukraine, told Focus.
According to her, the company especially lacks specialists with highly specialized skills and knowledge, in particular in the areas of pharmacovigilance, registration and quality control.
“In addition, over the past two years, we have noticed a significant shortage of qualified marketers, even considering the possibility of attracting specialists from related industries, such as FMCG, ” said Lilia Dubas.
Meanwhile, in the company "Kyivstar" said that the shortage of personnel is especially felt in relation to "male" professions.
“These are, for example, engineering professions in the technical directorate.
It is difficult to find employees in B2B, B2C: supervisors, sales staff.
narrow-profile vacancies are closed much longer: auditor, BigData specialists.
But it is most difficult to find people for vacancies of any direction in the frontline territories, ” says Svetlana Konchanina, head of the department for attracting and developing talents of Kyivstar.
The companies confirmed that the shortage of personnel is felt acutely, especially when it comes to qualified specialists with good experience
In Kyivstar say that the first six months of the full-scale war, when the number of vacancies in the labor market fell by 70-80%, there were no problems with attracting staff.
The market was the employer: many companies put hiring on pause, employers reduced staff and the demand for vacancies exceeded the supply.
At the same time, the company noted that the situation in IT is somewhat different, caused by a decrease in the percentage of foreign orders.
However, finding DevOps or NetOps remains the same problem as in the pre-war period.
New recruitment programmes and staff mobilization
Mobilization was one of the reasons for the aggravation of the problem of shortage of personnel in Ukraine
Fortunately, however, many companies have the right to book employees, which helps them retain valuable staff.
“Teva in Ukraine has the status of a critical enterprise for the functioning of the economy and ensuring the livelihoods of the population.
This allows us to book employees in critical positions to ensure stable business operations and uninterrupted supply of pharmaceutical products, ” said Lilia Dubas.
In the company "Kyivstar" say that the current order of reservation is defined by the mechanism of reservation of conscripts during martial law, who work, in particular, in enterprises, institutions and organizations that are critical for the functioning of the economy and ensuring the livelihoods of the population in a special period.
And Kyivstar is recognized as such an enterprise, since the company meets the required number of certain criteria, which is a prerequisite for obtaining such a status.
“This allows us to book up to 50% of employees.
The booking procedure is the same for all employers, it is provided at the country level, ” the company told Focus.
To replace the mobilized employees, the business resorts to either redistribution of functions among employees, or to the opening of new temporary vacancies.
“There are cases when a new specialist was hired in the place of the mobilized person, who was subsequently also mobilized.
However, we are waiting for the return of our employees from the ranks of the APU, their jobs remain for them.
The company continues to take care of them, makes monthly payments in the amount of the average monthly income of the mobilized employee, provides corporate insurance and a psychological support program, which is also designed for the families of military employees.
To adapt returning employees, the company has developed a program for the reintegration of veterans "4.5.0.
You're home. "
Now we have 16 such people.
The program provides for the training of HR employees, work with team leaders and teams, work with relatives of the veteran and the support of the veteran itself, ” says Svetlana Konchanina, head of the department for attracting and developing talents of Kyivstar.
Growing a specialist.
How companies look for and attract personnel during the war
To close the vacancy, the business uses various available opportunities.
For example, they can hire people with less experience and then invest in training, or invest resources in technology and innovation.
For some particularly important positions, recruitment and salary offer are used an order of magnitude higher than the market level.
Very often companies resort to finding a specialist among those who already work in the company.
"In accordance with our recruitment policy, we give preference to internal candidates when filling open vacancies.
Before announcing a vacancy in the market, we communicate about it within the company and give employees 5 days to reflect and consult with their managers.
We close 45% of managerial and managerial positions with internal candidates, ” said Lilia Dubas.
A common trend in Ukraine was the introduction of special programs that motivate the company ’ s employees to recommend their acquaintances for an open vacancy.
“In addition to traditional search channels, we have a very effective referral program for employees.
In Teva, employees receive financial compensation when hiring a recommended candidate and after passing his probation period.
It is worth adding that the recommendations improve the quality of candidates, since employees recommend only those in whom they are confident, ” said Lilia Dubas.
To close the vacancy, the business uses various available opportunities.
For example, they can hire people with less experience and then invest in training.
And in the company "Kyivstar" Focus was told that they began a new program of responsible employer "BezVagan", which provides training and development of specialists without work experience, and where the company grows talents on its own.
“Within the framework of the program“ BezVagan ” specialists are registered in the staff of the company under a fixed-term contract for 1 year, they have access to all employer programs, mentor support, as well as a versatile training program, ” says Svetlana Konchanina.
It is also important that now most companies rely on young specialists - for them, professional internship programs are introduced, and employment programs with subsequent training, and special vacancies for students, providing a flexible schedule.
“Israel has a successful cooperation program with Ariel University, which is known for its strong faculties of natural sciences, health sciences and medical school.
Based on this experience, we plan to develop and implement a similar program in Ukraine in the near future in order to attract talented young people to our company and motivate them to professional development and career growth in the pharmaceutical industry, ” notes Lilia Dubas.

The economic disruption created both opportunities and challenges for MLM companies, as potential recruits sought alternative income sources while consumer spending patterns shifted dramatically.

Title:

Content: The art of adaptation.
How a small business maintained its position in a difficult 2021
Another autumn lockdown showed that the situation for small businesses is not getting easier, while the support tools that the state implements through banks are still in demand.
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The participants of the round table “Fontanka ” and“ TT Finance ” discussed that in 2021, small and medium-sized businesses demonstrated their flexibility and desire to adapt to the new realities of business life.
This, in particular, is evidenced by the demand for loans for business development.
New measures
Before the introduction of non-working days in November, the government approved support measures for small and medium-sized companies - one of them was a subsidy in the amount of one minimum wage for working employees, the acceptance of applications for which began in November.
The list of applicants initially had 11 areas of business, but today it has 21 branches: it includes sports and health services, additional education, zoos, cinemas, museums, entertainment institutions, dental offices, beauty salons.
In general, about 3 million workers can receive 38.5 billion rubles in the framework of this grant.
As Alexander Abrosimov, the Commissioner for the rights of entrepreneurs in St. Petersburg, non-food retail could not be included in this list: the government has a tough position - enterprises in this industry must switch to online forms of sales and delivery.
— We write appeals to us to include a list of victims, — said the representative of the Association of non-food trade Irina Valerianova. — Transition to marketplaces is not for us: to normally go there, you need a lot of money — it is only possible for large stores.
Entering marketplaces today is a difficult task that requires large financial costs, attracting specialists in creating photo and video content, in infographics, labeling, packaging, logistics, and card promotion.
This is a separate big job, which is not possible for most microbusiness entrepreneurs.
And it is strange that this is not understood by those on whom the support of SMEs in the conditions of coronavirus depends today.
Another measure of support is preferential loans with an interest-free semi-annual period and the ability to pay the remaining amount during the year in equal shares.
“I am not an ardent supporter of lending and would advise entrepreneurs to pay attention to it, since this money is not free, although it is preferential, ” the ombudsman says.
As part of the federal 976 decree of July this year, one minimum wage is set for businesses that suspended work for two or more weeks.
119 thousand applications have already been submitted for payments, about 13 thousand applicants met the criteria, in the amount of the subsidy received 85 thousand companies.
And for subsidies under the 576th decree from last year, 122 thousand applications were received, of which 78 thousand enterprises met the criteria, 388 thousand employees received payments.
— On regional support measures, some proposals from business are now under approval from the executive authorities.
Although it is unlikely that they will be taken into account in full and expanded, — added Alexander Abrosimov.
Also, the industry is “pressed ” by the abolition of UTII with the transition to USN, the labeling of goods, the prospect of adopting a bill according to which only stores with an area of less than 50 meters can use the patent, said Irina Valerianova.
Against this background, it is difficult for small non-food enterprises to lend.
The expert believes that small businesses need real credit programs and “boxed solutions ” from banks, and not only government programs.
To be among the chosen
St. Petersburg actively participated in the expansion of the list of NACE affected types of business: it was replenished by 9 new industries - including consumer services and dentistry.
However, as Lyalya Sadykova, the owner of the network of beauty salons Lucky Like, the public ombudsman for the protection of the rights of entrepreneurs in the beauty industry, said, these are federal measures, but at the regional level, we still have not offered anything to entrepreneurs:
— But the employer has credit obligations, rent, housing and communal services.
All this requires funds, and “non-working days ” were 9 – this is a third of the month.
Where to get all this money, the answer has not yet been given in the government.
Also, many entrepreneurs faced problems when applying through the Federal Tax Service for compensation of the minimum wage.
The system did not allow them to pass as allegedly not included in the register of SMEs.
In this case, as the expert noted, it makes sense to apply through electronic document management and fix the date of application.
From November 1, 2021, the program of crediting FOT 3.0 was launched, which involves the issuance of a loan in the amount of 1 SMIC for each employee at 3% per year.
According to Lyalya Sadykova, entrepreneurs complain about the imposition of insurance by some banks in case of approval of such a loan.
This only increases the burden on the already damaged business.
In addition, borrowers under the program FOT 3.0 must necessarily be participants in the previous FOT 2.0.
However, companies that only last summer brought their OKVED in accordance with the program, often can not take advantage of this measure, getting refusals on a formal basis.
- I have not seen any entrepreneur who replaced OKVED, who would have received approval under this program, - added Sadykova. - Banks do not have 100% confidence in the resolution of discrepancies, so we are waiting for clarifications from the Ministry of Economic Development.
Another pool of entrepreneurs receiving refusals are those who did not cope with the terms of the program (for example, did not keep the staff), but paid everything for the obligations at the commercial rate.
The system does not give them a loan - as unreliable borrowers.
Lyalya Sadykova noted that one of the most important requirements of the FOT 3.0 is the preservation of 90% of the state from July 2021.
For many, this picture is not changing for the better, and they are no longer suitable for the program.
The expert believes that it would be possible to maintain the limit on maintaining the number of staff in 80%: 98% of entrepreneurs coped with it under previous support programs.
According to Viktor Ventimilla Alonso, Chairman of the North-West Bank of Sberbank, at the first stage of the program, more than 1,300 Sberbank customers in the North-West took advantage of the program for a total of 2.5 billion rubles.
In St. Petersburg and the Leningrad region, more than 600 companies received support, the total amount of payments exceeded 1 billion rubles.
Alexander Khaikinson, Director of the Small and Medium Business Department of the St. Petersburg Branch of PSB, emphasized that the FOT 2.0 program was very popular among entrepreneurs.
— In the bank, 99% of companies coped with the terms of the program, retained the staff and received a full write-off of credit obligations.
As part of this program, the St. Petersburg branch of PSB in 2020 lent more than 2 thousand enterprises in the amount of more than 4 billion rubles, — said Alexander Khaikinson. — Since November 1 of this year, a similar program called FOT 3.0 was launched.
It is possible to obtain financing at 3% per annum for a period of up to 18 months.
At the same time, the client can easily apply for such a loan online.
Usually, the decision on it is made within a few hours, and the borrower does not need to make a pledge or guarantee.
To date, in the PSB on this model, you can get financing up to 10 million rubles, ” the bank expert added.
The Bloodshed System of Business
According to the results of 9 months of 2021, Sberbank issued 71.5 billion rubles to small businesses of the North-West.
This is 8% more than in the same period of 2020.
At the same time, the growth in St. Petersburg exceeded 30%, and the issuance of 40 billion rubles.
As Victor Ventimilla Alonso noted, recently gaining popularity credit business card, which has special conditions: 100 days of preferential interest-free lending period and free service for three years.
In addition to state programs, Sber launched its own program to support small and medium-sized businesses to reduce the financial burden during the period of restrictions.
The program includes such measures as simplified restructuring of loans, the abolition of part of the commissions during the lockdown period.
Also, together with the companies of the ecosystem, the bank is developing a line of free related services.
The more support small and medium-sized businesses receive, the better the banking sector – after all, banks are growing together with customers, said Denis Kolov, director of Rosbank ’ s territorial office in St. Petersburg.
— Among Rosbank ’ s clients, preferential loans for SMEs under the 1764 program were in great demand.
In general, the bank ’ s sales growth under this program amounted to more than 50%, — explained Denis Kolov. — In working with SMEs, we are increasingly using digital tools, but we are supporters of human-digital, “human digitalization ”.
This year we opened three “live ” offices in St. Petersburg, as we see the potential for business development in the city – when you need a manager ’ s consultation, you can always come to the department.
After all, if the client comes in person, then his question is complex and requires an individual solution.
As for lending, we try to find a compromise in each transaction; we always approach the issue of lending individually; we offer, among other things, restructuring programs.
Rosbank takes a balanced approach to assessing borrowers.
Like all banks, we are interested in the growth of lending and the prosperity of small businesses.
In addition, I would like to note that this year bank guarantees were popular - decisions were made flexibly.
In November, the situation changed slightly: many entrepreneurs took a pause due to a lack of understanding of what will happen next.
The portfolio of SME loans in PSB reached 171 billion rubles — an increase of 24% for the nine months of 2021.
Dynamics is one of the best on the market.
The Bank feels well – largely due to the universal model of business development, ” Alexander Khaikinson summed up.
— In the framework of work with the programs of FOT 2.0, PSB entered the top financial organizations in terms of the number of loans issued.
With the help of the service of the Federal Tax Service, the bank ’ s specialists receive up-to-date information about SME enterprises, on the basis of which decisions on loan approval are made.
The speed of information processing allows to significantly reduce the time of consideration of applications, — said Igor Petrov.
— From November 1, 2021, the joint program of the Ministry of Economic Development and the SME Corporation was launched.
As part of this support measure, small and medium-sized businesses can get a loan at a rate of no more than 8.5% per annum for a period of up to 1.5 years, - explained Alexander Khaikinson. - Banks can offer a longer loan period.
By the way, the entrepreneur can direct the funds received to restructure the loan in the bank in which it was taken earlier.
— In the work with small and medium businesses, our bank specializes in electronic bank guarantees, — continued Maria Battalova, managing the branch of Absolut Bank in St. Petersburg. — We give the opportunity to companies to get access to participation in tenders.
In St. Petersburg, it is now one of the most popular products among entrepreneurs.
In addition, many business owners now take on mortgages and receive cash secured by real estate, which allows them to get a longer term on a line of credit with less payment.
As noted by Maria Battalova, the interest of entrepreneurs in guarantees has grown for several reasons.
You can get a decision from the bank quickly, maximum in a day, and the release of the bank guarantee itself after approval takes only three hours.
The online format accelerates the process: a package of documents is sent to the bank remotely, you can sign them with an electronic digital signature.
But for identification, the bank employee can come to the client ’ s office.
Color of Mood – Medium
Every month, PSB specialists together with Opora Rossii conduct a study of business activity and moods of small and medium-sized businesses - it is called the "RSBI index".
In St. Petersburg in October 2021, business activity remained at the same level - as in September, that is, without significant changes.
As explained by Igor Petrov, Deputy Director of the Department of Medium Business of the St. Petersburg branch of PSB, the “waterline ”, reflecting the decline in business activity, is an indicator of RSBI of 50 points.
— At the end of summer, the index traditionally pulled up indicators of investment and lending, the situation with which many businessmen assessed positively.
By the autumn, these indicators had decreased slightly.
But in general, today business activity is in the growth zone, ” the specialist concluded.
- Business, especially small, is very responsive and quickly rebuilt in any difficult conditions, - added Alexander Abrosimov. - According to my data, business has not recovered, although banks talk about growth.
Within the framework of the institute of commissioners, we also monitored more than 7 thousand companies from 85 regions, so 62.7% of respondents indicated that in 2021 the turnover of their companies never recovered to the pre-crisis level, 4.5% changed the sphere of activity and only 28% restored turnover.
According to Abrosimov, business today is especially concerned about the increase in purchase prices - 68% of respondents indicated this problem as the main one.
— We in the city are actively working on a bill to increase the cost of patents in 111 areas, — continued Abrosimov. — We believe that this will have a significant negative impact on the business that uses patents, even if the use of federal benefits — insurance premiums.
In addition, I do not think that in the near future business revenues in the conditions of restriction will be comparable to 2019, so we need to inform the authorities that the innovation will only increase the financial burden.
Except for banks.
In addition to banks in St. Petersburg, there is another structure where small and medium-sized businesses can be helped.
The set of programs of the Fund for assistance to lending to small and medium-sized businesses helped many St. Petersburg entrepreneurs to successfully survive the peak of the crisis.
According to the director of the non-profit organization “Fund for Assistance to Small and Medium Business Lending, Microcredit Company ” Alexandra Pitkänen, the results of 9 months of 2021 confirmed the current pattern: the demand for assistance programs from the Fund is growing.
Thus, there was a 140% increase in applications for the Fund ’ s support under the main program – the provision of guarantees.
In total, 318 sureties were provided for a total of 4.7 billion rubles, which provided small and medium-sized businesses with credit resources in the amount of 11.1 billion rubles.
Thus, the volume of support provided for 9 months of 2021 reached the level of the results of 2020.
The Fund's microfinance programme has also proven itself in overcoming the economic impact of the pandemic.
At the moment, the program of support for SMEs in the form of unsecured loans has been fully implemented: 18 salary loans without collateral were issued to tourism entities for 44.5 million rubles and 65 salary loans to catering companies for 201.4 million rubles, as well as 82 loans for the resumption of activities for a total amount of 354.1 million rubles.
In addition, for 9 months under the microfinance program with collateral, 123 loans were issued for a total amount of 468.3 million rubles.
This exceeded by 30% the indicators of the same period last year.
We can talk about the growth trend of the average loan amount and guarantee of the Fund.
Thus, the average loan amount for 9 months amounted to 3.8 million rubles, the average amount of the provided guarantee of the Fund — 14.9 million rubles.
Thus, the similar indicators of 2020 are exceeded by 23% and 6%, respectively.
For the future
Almost all banks maintain offline service offices and at the same time develop online services.
As Victor Ventimilla Alonso noted, Sberbank customers have access to almost all ecosystem services online in their personal account of Sberbank Online.
The vast majority of loan applications the bank receives from small businesses remotely.
At the same time, about 50 corporate customer service offices in St. Petersburg continue to operate, where you can get a full range of banking services - from business registration to registration of insurance and ecosystem solutions.
— More and more banking products customers receive online.
For example, at present, almost 80% of SME customers use the PSB mobile bank, "Igor Petrov stressed. - Entrepreneurs are in demand for online loans that allow them to apply, while attaching no more than two documents.
And the PSB chatbot, created on the basis of neural networks and machine learning, automatically recognizes the account sent to the WhatsApp messenger, and offers the client an already filled payment order.
“After we transferred most services online in 2020, almost all SME customers switch from offline to a more convenient remote format for them, ” Maria Battalova continued.“ Therefore, we try to translate all processes into online.
But, of course, one hundred percent offline does not work: middle-aged people, whose human communication wins, come to the offices.
But communication between us and our partners is becoming increasingly digital.
At the same time, 90% of our customers have access to the Internet Bank.
— And I would not like banks to develop ecosystems and marketplaces, — says Lyalya Sadykova. — I would make every effort to limit this “omnivorous ” of banks.
All entrepreneurs need is simple: cheap acquiring, affordable banking, affordable online loan products with an increase in loan terms up to three to five years minimum.
The participants of the round table agreed that dialogue and openness on both sides are necessary.
Conscientious entrepreneurs are not interested in spoiling credit histories, so no one wants to run away from obligations.
Banks are not interested in complicating relations either.
Alexander Abrosimov expressed his wishes to banks: to approach lending more sparingly, to look more closely at each situation.
- You can not blame the entrepreneur for the resigned employee, - he explained. - Who wants to leave can not keep.
It turns out that the business did not fulfill the conditions for preserving the state for the loan, and a tick appeared in the program that it was “dishonest ”.
We are already becoming hostages of digitalization – we should not refuse a person on the basis of one tick in the system.
Maybe banks should be more attentive to the statements of entrepreneurs and individually consider the performance of all obligations?
Anna Romanova, Fontanka.ru
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Comments (3)
Advertising article in favor of banks.
Take loans for business - give away apartments, houses and cars.
From this article, I personally remembered the name Haykinson.
That's probably the second word in the article.
People, tell me, if you are the owner of a restaurant, then antidepressants or tranquilizers are better suited?
Or all together?
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### Post-Pandemic Period (2022-Present)
The post-pandemic recovery has revealed significant structural weaknesses in the MLM model.

Title:

Content: SportsAl-Baath Newspaper
The financial crisis in the clubs threatens to further decline...
Controls are required administratively and financially.
Naser Alnajjar
We note that our clubs lack the right balance of work, whether administrative or financial decisions or investment processes that have become bothering the clubs. Perhaps the problem and crisis experienced by Al-Wahda Club makes us open the file of our clubs and how they are managed by successive administrations. Unfortunately, we found that all our clubs lack a business strategy. Work by them and start from scratch, and because the management of the clubs is not (durable), our clubs remain your place, everyone is considered to have been unfit, and must correct the march of the club, things turn upside down, and the clubs start again suffering and mismanagement, organization and work.
This is because the financial crisis suffered by the clubs because of the lack of proper behavior either contracting or investment, where the administrations failed to balance expenses and imports, most of the clubs went bankrupt and this made the administrations run away from the clubs because of their inability to secure financial liquidity, the situation was fertile to manage the clubs owners of money from businessmen, and this put sport in general and football in particular in difficult labor because the administrators are few experienced sports Kübra!
It was therefore necessary to correct the situation with the full partnership of athletes and businessmen so that the boats of the clubs could march to the shores of safety.
As we are moving towards the end of a sports season that has only a few months left, a new financial strategy must be put in place before the start of the new season, so that the financial deficit does not continue to multiply and so that our clubs do not sink more and more.
The important issue of money is the most urgent, and therefore circumstances insist on the owners of the sport to put many controls before things get away and the situation of the club becomes critical.
It is not enough for a professional club that spends hundreds of millions of pounds like most excellent clubs to have an ordinary financial accountant, but it requires more than that for the general budget of the club, the financial manager can be the safety valve in all the operations of the club, whether by concluding contracts or expenses or imports such as selling players or investment and the like. Financially treats the treatment of commercial companies in terms of the balance of trade and what can be done from the sale and purchase and expenses and others.
The benefit of this is many: the first is to keep the management of the club from suspicion, the second is to protect the club and its facilities, investments and all contracts from legal accountability, and the third is to guide the management of the club to the financial mass available to deal with contracts and expenses so that the club does not fall financial deficit, debt and embarrassment with players or coaches or public and private bodies alike.
The club is supposed to obtain a financial clearance at the end of each season to know how the new season will start, and the clearance is required from contracts, from public bodies (electricity, water, telecommunications and taxes) and from private parties (suppliers of sports equipment and other work requirements at the club, hotels, restaurants and means of transport).
In the new season, after the annual budget is presented and the financial balance of the club is identified, contracts are made with players and coaches, that is, each contract is made according to open accounts and not on the future and this must be within the ceiling of the law, so that no contract can be ratified in the Football Association if there is no provision for this contract in the bank officially, if the management of a club decides to contract with players and others worth five hundred million liras (for example) The remaining expenses (matches, travel, accommodation, remuneration of referees, observers, sports equipment, etc.) may be transferred to the club ’ s profits from the sale of matches or future advertising and investment projects.
With such precision, it is possible to obtain financially stable professional clubs and this stability generates administrative and technical stability and avoids the clubs diving into problems with players and coaches and financial concerns that will hinder them from performing their assigned tasks in planning, construction and development.
If we reflect this talk on the ground, we do not find any club that applies part of it, and we do not want here to delve into the irregularities, issues and censorship reports filled with our clubs, but say: How many clubs are currently suffering from deadly and suffocating financial crises?
The answer: Everyone without exception, although the crises are in different proportions.
But the question arises: How will our clubs start next season when this season is mired in crisis and debt?
We believe that the answer to this question is the responsibility of the leadership of sport and football, because the continuation of the clubs in their crises will lead to serious results, and it is necessary to avoid more crises and stop them at a certain line so as not to roll like a snowball.
As a matter of responsibility, the Football Association shall protect these clubs and shall not allow them to participate until they provide real guarantees confirming their financial, administrative and technical eligibility to participate, while recalling that it is a technical condition for the club to have teams in all categories of football (Cubs - Junior - Youth - Olympic) at least.
This idea may be strange and not previously discussed in our country, but it is necessary to organize football clubs and put them in front of their full responsibilities, it is not the achievement to qualify the club for the Premier League or to be part of its teams, but the achievement to plant a fingerprint, and be able to take care of all the teams and secure all their expenses and requirements, because financial stability generates administrative stability. Dutna.
This is one of the negatives of our sport in dealing with all clubs, whether in the excellent degree or other grades and categories, and if the financial matters were organized things would have been easy and many obstacles and obstacles would have disappeared.
Players prices are part of the financial process and may be a major cause of the disasters that follow, and so far we do not know what the foundations are followed in determining the price of the local player, but the reality makes us marvel at the prices paid to many players have reached imaginary figures.
In the beginning it is not possible to compare prices between us and the rest of the Arab periodicals for many things that are not mentioned now, but it is supposed to determine the price according to purely local data.
The data that should be the basis of the price are technical data related to the player ’ s tender in recent years, sports age and the membership of national teams.
Keeping prices (floating) is not in the interest of the clubs and only affects the pockets of the beneficiaries of the weak souls clubs and the pockets of intermediaries, and these are the problem and they are the ones who raise prices insanely.
The biggest problem that puts clubs in the dock when they contract large amounts with injured players or chronic injuries or with players that have expired and here is the great disaster that you feel behind the punch behind it.

Title:

Content: The optical imaging market is growing and will see significant growth of $4.01 billion by 2029, with key drivers, size, share, growth and opportunity analysis
The Optical Imaging Market Research Report contains key data on the market, emerging trends, product usage, customer and competitor incentives.
This excellent market report assesses the current state of the market, market size and market share, revenue generated from product sales, and fundamental changes required for future products.
This is a detailed market research report that can be used for this purpose and provide a competitive advantage to businesses.
The data contained in the award-winning optical imaging report not only helps to plan investment, advertising, promotion, marketing and sales strategies more valuable, but also helps to make sound and effective decisions.
According to Data Bridge Market Research, the optical imaging market is expected to reach a value of $4.01 billion by 2029, with a CAGR of 12.60% over the forecast period.
Due to the aging population, the prevalence of eye diseases is increasing, thus driving the optical imaging market.
The Best Optical Imaging Market Research Report provides innovative solutions for businesses in today ’ s changing market, which is why this report was generated.
This business report also reviews the major players in the market, major collaborations, mergers and acquisitions, and trending innovation and business policies.
The report lists the main competitors with the required specifications and also provides strategic insights and analysis on the key factors affecting the industry.
The data and information reported by the optical imaging business can not only help enterprises to make data-driven decisions, but also guarantee maximum return on investment (ROI).
Get a sample of this study @ https: / / www.databridgemarketresearch.com / request-a-sample /? dbmr = global-optical-imaging-market
Optical imaging is a rapidly developing and emerging medical imaging technique that evaluates the optical properties of various body tissues by utilizing spectroscopy.
This emerging technology has great potential in disease prevention, medical diagnosis and treatment, as well as life sciences and clinical research. Carl Zeiss Meditec AG introduced in 1996 an imaging device based on optical coherence tomography, providing the world with its first optical imaging solution.
Since its launch, significant technological advances have been made in the field, and as a result, several new technologies have been introduced to the global optical imaging market.
Market participants covered
Cerner Corporation (USA) Siemens Healthineers (Germany), McKesson Corporation (USA), FUJIFILM Holdings Corporation (Japan), Medica Group Plc. (UK), Agfa Healthcare (Belgium), Mirada Medical (USA), ONRAD Inc. (USA), RamSoft Inc. (Canada), NovaRad Corporation (USA), Telecom Diagnostic Solutions Pvt. Ltd. (India), Teleradiology Solutions (India), Telerad Tech (India), StatRad LLC (USA), MedWeb LLC (USA), WebRad TeleRadiology (India), Nautilus Medical (USA), 4ways Healthcare (UK), USARAD Holdings, Inc. (USA), GE Healthcare (USA)).
Optical Imaging Market Dynamics
Driver
• Widening the application field of optical imaging
Increasing technological innovation to drive greater market penetration is a key factor driving the growth of the market, expanding application areas of optical imaging technology, increasing demand for reducing the use of radiation technology, increasing demand for affordable clinical trials, harmful effects of radiation-based imaging, increasing research and development activities in the life sciences, and increasing application areas of optical imaging technology.
Growth in emerging economies
The expanding growth of emerging economies and market penetration, as well as the increased application of optical imaging in pharmaceutical and biotechnology research, will create new opportunities for the optical imaging market during the forecast period.
Compliance
Maintaining compliance with healthcare reforms and regulations increases the demand for these solutions.
• Government investment
Increased funding from the federal government to drive adoption of these solutions has further impacted the market.
In addition, the surge in healthcare spending, advances in healthcare infrastructure, and high demand for expanded healthcare services have had a positive impact on the optical imaging market.
Limitations / Challenges
Government policies, lack of skilled professionals, and expensive imaging processes are the main factors hindering market growth, along with increasing sustainability for small and medium-sized enterprises, increasing excise tax levies on medical devices in the United States, and the cost of launching new technologies and extensive data demand during the above forecast period will further challenge the growth of the optical imaging market.
This report provides:
• Comprehensive analysis of product needs in global and regional markets
• Drafting information on key market trends, drivers, barriers and other related challenges
• Detailed review of many suppliers in the market
• A competitive world, including launches, mergers, acquisitions, partnerships and joint projects with new products
• Complete coverage of all products and segments for model evaluation, global market innovation and market size forecasting.
• Conduct a comprehensive review of companies that operate products on the global market.
The company covers product portfolio analysis, sales analysis, Porter ’ s five forces analysis and the latest developments in the industry.
• Growth Matrix provides brand segmentation and geographic analysis that will focus on investing, integrating, developing and / or diversifying market participants
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Key Features of the Optical Imaging Market Report:
Detailed analysis of the global optical imaging market through a comprehensive assessment of the report ’ s technologies, product types, applications and other key segments
• Qualitative and quantitative analysis of the market and computed CAGR over the forecast period
• Research into market dynamics, including drivers, opportunities, limitations and limitations that may affect market growth
• Regional comprehensive analysis of optical imaging industry and its future growth prospects
• Competitive landscape benchmarking with a focus on company profile, product portfolio and business expansion strategy
Detailed Catalogue of Global Optical Imaging Market Research Reports:
1 Optical Imaging Introduction and Market Overview
2 Industry chain analysis
3 Global Optical Imaging Market by Type
4 Optical Imaging Market, By Application
5 Global optical imaging products, value by region
6 Global optical imaging production, consumption, export, import by region
Global Optical Imaging Market Status and SWOT Analysis by Region
8 Types of competition
9 Global Optical Imaging Market Analysis and Forecast by Type and Application
10 Optical Imaging Market Analysis and Forecast by Region
11 Feasibility analysis of new projects
12 Research findings and conclusions
13 Appendix
Download TOC with charts and chart list: https: / / www.databridgemarketresearch.com / toc /? dbmr = global-optical-imaging-market
Global Optical Imaging Market Scope
The optical imaging market is segmented by technology type, therapeutic area, application, end user and product.
The growth of these segments will help you analyze the meager growth segments in the industry and provide users with valuable market profiles and market insights to help them make strategic decisions to identify core market applications.
Products
• Imaging system
• Camera
• Optical Imaging Software
• Lighting system
• Lens
• Other optical imaging products
The optical imaging market is also segmented by product into imaging systems, cameras, optical imaging software, lighting systems, lenses and other optical imaging products.
The camera has been further subdivided into optical imaging systems and spectral imaging systems.
Technology
• Coherent tomography
• Near infrared spectroscopy
• Hyperspectral Imaging
• Photoacoustic tomography
• Diffusion optical tomography
• Super Resolution Microscope
On the basis of technology, the optical imaging market is segmented into optical coherence tomography, near-infrared spectroscopy, hyperspectral imaging, photoacoustic tomography, diffusion optical tomography, and super-resolution microscopy.
Treatment area
• Eye care
• Oncology
• Cardiology
• Dermatology
• Neurology
• Dentistry
• Other
According to the therapeutic area, the optical imaging market is segmented into ophthalmology, oncology, cardiology, dermatology, neurology, dentistry, etc.
Application
• Pre-clinical and clinical studies
• Pathological Imaging
• Intraoperative Imaging
By application, the optical imaging market is segmented into preclinical and clinical studies, pathological imaging and intraoperative imaging.
End users
• Hospital
• Radiology Clinic
• Dynamic Image Center
• Other
• Pharmaceutical and biotech companies
• Imaging Diagnostic Center
Key benefits of the report:
• This study presents an analytical description of the global optical imaging accessories industry along with current trends and future estimates to identify upcoming investment pockets.
The report provides information on key drivers, constraints and opportunities, as well as a detailed analysis of the global market share of optical imaging accessories.
Quantitative analysis of the current market to highlight the growth scenario of the global optical imaging accessories market.
Porter ’ s five forces analysis illustrates the potential of buyers and suppliers in the market.
The report provides a detailed analysis of the global optical imaging accessories market based on the intensity of competition and how competition will form in the coming years.
The key answer obtained in the study is
• Which region has a better demand for products / services?
• What strategies do big players have to help them gain regional market share?
• Countries / regions where compound annual growth rates and year-over-year (YOY) growth are likely to rise sharply?
What is the long-term viability of the investment market?
• What opportunities will the country offer for existing and new players in the optical imaging market?
• Risk analysis related to suppliers in specific geographic locations?
• What factors are driving the demand for optical imaging in the near future?
• What is the impact of various factors on the growth of global optical imaging?
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