How does the e-learning marketplace rate ej4's products? How has ej4 impacted the training industry? Keep up with the latest trends and information about learner engagement and using training to raise your bottom line or fill in performance gaps.
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Everyone talks about reducing time-to-market of products. An important new strategic competitive advantage for organizations is in reducing time-to-market for information and skills.
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Training has gone from classroom training (Learning 1.0) to Internet based Webcasting and voice-over-PowerPoint solutions (Learning 2.0). Organizations are now dramatically lowering costs and actually increasing results by utilizing streaming video and advanced low-cost production techniques (Learning 3.0).
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How does product and operating plan information get from the marketing department to the sales team? To the sales channel? To customers and consumers? Nano-video—short and engaging video delivered over the Internet—is an ideal medium for delivering marketing information. It increases reach, improves penetration (more people actually look at it than traditional paper and PowerPoint formats), and is far less costly that the massive product and marketing guides that people simply put on the shelf.
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Traditionally, the training department has been the intermediary taking information from “those who know” and packaging and delivering it to “those who need to know.” With new Internet capabilities and low-cost streaming video production technology, even large organizations are finding that they can dramatically reduce training department requirements by making those connections directly, and can even outsource much of the training effort and all of the high-cost training IT infrastructure. Small and medium-sized organizations are finding that they can do without a training department altogether, and actually increase the amount of training they’re providing.
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In the haste to “get it out there,” organizations are ignoring some basic realities about technology and learning, and about today’s learners. This paper introduces twelve “truths” that cannot be avoided if distance Learning and communication is to be successful.
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Completion of training is not the key measure of training success. It is the initial “learn” stage of a two-part learn/apply process. The “apply” stage requires a formal process covering traditional training functions, adequate time-to-do, established processes, management and supervisory support and coaching, and formal and informal reward systems. Organizations are finding that, with these elements in place, their training is truly “moving the needle” on targeted business results.
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Salespeople (and channel partners) have never been busier. Product lines are extending. Products themselves are more complex. Competition is fierce. Price pressure is intensified. Yet sales goals and call expectations are rising. In this paper, we discuss the critical question for sales and marketing executives: "How can I afford - in terms of both time and money - to movtivate and develop my sales force in a way that actually changes behaviors and drives sales?"
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"Organizations will soon be using mobile media and handheld devices for communication and training and start thinking about it now." That was the general consensus at the main room and breakout sessions at recent learning conference in Orlando. The reality is that mobile learning has already arrived, and is delivering business results NOW.
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See what Bersin & Associates, the leading e-learning research consulting firm, found out when they interviewed three Pepsi-Cola bottlers about the results they got with ej4Campus.
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This paper discusses a "create once—deploy many" approach to get five different uses out of the same learning content: initial learning, refresh learning, meeting learning, performance support, and individual coaching.
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This paper details a ten-point checklist that managers can use to evaluate their company for symptoms of dysfunction.
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This paper introduces a new philosophy for the emerging workplace of outsourcing, downsizing, reengineering, restructuring, and intense large-scale competition. The paper provides an overview of the author's book, The Relational Enterprise (AMACOM 2000).