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marketsreport-blog · 7 years ago

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Hall Effect Current Sensor Market Sales Revenue to Cross US$ 1,473.7 Million by 2023

Hall-Effect current sensors play a vital role in current measuring applications in various industries such as industrial automation, consumer electronics, automotive, medical, utilities, aerospace & defense, telecommunication, and railways. The Hall-Effect current sensor Market is expected to be valued at USD 1,473.7 million by 2023, growing at a CAGR of 8.4% between 2017 and 2023. The growth of this market is propelled by the continuous technological advancements in Hall-Effect current sensors, growing use of fully integrated and programmable current sensors, advantage of galvanic isolation-based Hall-Effect current sensors, and growing demand for intelligent Hall-Effect current sensors.

LEM Holding SA (Switzerland), Allegro MicroSystems LLC (USA), Honeywell International Inc. (US), TDK Corporation (Japan), KOHSHIN ELECTRIC CORPORATION (Japan), and ABB Ltd (Switzerland) are the leading players in the Hall-Effect current sensor market. Product developments, distribution agreements, expansions, acquisitions, and partnerships are some of the key strategies adopted by the major players to gain a competitive edge in this market.

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LEM is one of the key players in the Hall-Effect current sensor market. The company offers open-loop and closed-loop current sensors based on BiCMOS or CMOS technology. It caters to innovation-driven growth markets, such as industrial automation, automotive, and consumer electronics, by offering fully integrated and programmable current sensors based on the Hall-Effect technology. LEM concentrates on business strategies such as acquisitions, agreements, partnerships, and distribution contracts. For instance, in May 2016, LEM introduced digital output versions of HO and HLSR open-loop Hall-Effect current transducers with analog to digital (A/D) conversion. It operates using an onboard sigma-delta modulator and gives a 1-bit serial bit stream output. The new transducers can use a supply voltage of 3.3 V or 5 V, and the operating temperature range is from −40°C to +105°C.

Allegro is one of the biggest players in the Hall-Effect current sensor market. The company provides Hall-Effect current sensor for industrial automation, consumer electronics, automotive, medical, utility, and telecommunication. Allegro majorly focuses on the strategy of product development to accelerate its organic growth and strengthen its product portfolio. For instance, in April 2017, Allegro introduced a new optimized Hall-Effect integrated circuit (IC) ATS699 and rare earth pellet combination that provides a user-friendly solution for direction, detection, and true zero-speed digital gear-tooth sensing.

This new IC employs patented algorithms for the special operational requirements of automotive transmission and recreational vehicle applications. It is also compatible with non-automotive applications such as white goods, gymming equipment, and industrial equipment. In January 2017, Allegro introduced a new dual die, highly programmable linear hall sensor IC that is an ideal solution for safety-critical applications. It incorporates full die redundancy with the added benefits of full diagnostics. The combination of these two features allows for a higher level of diagnostics without interruption in the application.

Other major companies operating in the Hall-Effect current sensor market are STMicroelectronics N.V. (Switzerland), Asahi Kasei Microdevice Corporation (Japan), Infineon Technologies AG (Germany), Melexis NV (Belgium), VACUUMSCHMELZE GmbH & Co. KG (Germany), American Aerospace Controls (US), ELECTROHMS PRIVATE LIMITED (India), KOHSHIN ELECTRIC CORPORATION (Japan), NK Technologies (US), Pulse Electronics (US), NXP Semiconductors (Netherlands), HARTING Technology Group (Germany), Telcon Ltd (UK), Magnesensor Technology (MST) (US), Vishay Intertechnology, Inc. ((US), and Measurlogic, Inc. (US.

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#Hall Effect Current Sensor Market

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gystink · 7 years ago

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Call for Entry: Botanic gardens needs public artwork (Denver, CO)

Denver Botanic Gardens Freyer-Newman Center Denver Arts & Venues Public Art Program 1345 Champa Street Denver, CO 80204 APPLY TO THIS CALL Entry Deadline: 11/26/18 REQUIREMENTS: Media Images - Minimum: 6, Maximum: 6 Video - Minimum: 0, Maximum: 2 Total Media - Minimum: 6, Maximum: 8

Introduction Denver Arts & Venues Public Art Program seeks to commission an artist or team of artists to create an original work of art for the future Freyer - Newman Center at the Denver Botanic Gardens. The facility is located near the main entrance to the Denver Botanic Gardens, at the corner of York St. and 11th Ave., Denver, CO. The selection panel has recommended a site-specific artwork to be integrated into the exterior plaza of the Freyer - Newman Center. The commission amount is $300,000 USD.

Denver Botanic Gardens Denver Botanic Gardens’ mission is to connect people with plants, especially plants from the Rocky Mountain region and similar regions around the world. To fulfill its mission, Denver Botanic Gardens has embraced four core values: Diversity, Relevance, Sustainability, and Transformation.

Not only do these core concepts relate to the natural environment and the care of living things within it; but these four ideas also apply to people and relationships. The Gardens strives to preserve diversity of plant life, as well as engage diverse audiences. Denver Botanic Gardens must speak relevantly to local, regional, and national communities. In all things, the Gardens strive to act as a catalyst for transformation of individuals and the environment.

Freyer - Newman Center The fusion of science, art and education is the heart of Denver Botanic Gardens. It is rare that an institution contains breadth and depth in a variety of specialties related to human interaction with the natural world. At the Gardens, one can find preserved plant and fungi specimens, documented uses of plants, and historic botanical illustration. Contemporary botanical illustration programs extend the scientific art of documentation into the 21st century. The Gardens’ holdings are unique in that horticulture, plant conservation and preservation, mycology and art unite to document human relationships with these elements and the larger environment. Housing each of these programmatic elements in a single facility — the Freyer - Newman Center — will make these assets more accessible to the public. Please visit the link at the bottom of this document for more information.

Materials & Media The selection panel members have set forth specific goals and parameters for this public art project with the hope of creating a unique and inspiring work of art for the diverse community that visits and enjoys the Freyer - Newman Center. The panel is looking for artworks that create a distinct connection to the natural world and demonstrate the connection between the micro and macro, as well as honor human relationships to the natural environment. Artworks should enhance the experience of those that use and enjoy the Freyer – Newman Center and could engage multiple senses, harnessing tactile and auditory components to achieve aims. The selection panel is open to artwork in all media and materials that are suitable for outdoor display. Artists are asked to be mindful and respectful of the center’s functionality, its users, the neighborhood, as well as the mission of the center as a destination for science, art and education.

Maintenance & Durability All applicants are expected to consider the issues of long-term conservation and maintenance of public art, along with time and budget. These projects are located in the public realm and may therefore be exposed to weather and physical stresses, as well as be subject to vandalism. Public art projects should be fabricated of highly durable, low-maintenance materials. Semifinalists are encouraged to consult with a professional conservator prior to the submission of a final proposal. Artist proposals awarded contracts will be reviewed by the City of Denver’s Public Art Committee to ensure conformity with city standards of maintenance and durability, as well as ADA standards. All finalists are expected to stay on budget and to complete work in an approved time frame.

Who May Apply This project is open to artists who currently live and work in in the United States, regardless of race, color, creed, gender, gender variance, sexual orientation, national origin, age, religion, marital status, political opinion or affiliation, or mental or physical disability. The selection panel is especially interested in artists that can demonstrate a deep understanding of the Denver Botanic Gardens and its mission, as well as the area’s history, landscape, and surrounding neighborhood. Colorado artists and artists working in media that is suitable for outdoor display are especially encouraged to apply.

Can a team apply? Applicants may apply as a single artist or multi-person collaborative group. If applying as a team, please submit one résumé for the team, with 1-2 pages per team member.

Applying for these opportunities In response to this RFQ, applicants will be asked to submit six digital images, a résumé, and a statement of interest no longer than 2,000 characters via www.callforentry.org (CaFÉ™). From these applications, the selection panel will choose between three and five semifinalists who will create site-specific proposals and be brought in for an interview with the panel. Artists will be paid an honorarium for this work. Artists/teams selected as semi-finalists will be required to submit a Diversity & Inclusiveness Form in order for their proposals to be considered, which will be provided upon notification. As directed by Executive Order 101, this form must be submitted for all city solicitations of proposals. Denver Arts & Venues Public Art Program staff can provide guidance on filling out this form. Semifinalists will be expected to pay for travel expenses from the honorarium. From the interview and proposal, an artist or artist team will be selected for this commission. The selected artist or artist team for the commission will collaborate with the Public Art Program staff and the Freyer - Newman Center design team when finalizing their designs for installation.

Budget The budget for this commission is $300,000.00 USD which will be allocated to the artist/team selected. These funds come from the City of Denver’s One Percent for Art Ordinance resulting from improvements made to the Denver

Botanic Gardens. This contract amount is inclusive of all costs associated with the project including, but not limited

to: the artist’s design fee, other consultation fees such as structural engineering consultation, insurance (including

Colorado Workers Compensation), tools, materials, fabrication, transportation, installation, any building or site modification required, travel to and from the site, per diem expenses, project documentation, contingency to cover unexpected expenses, and any other costs. For all work done on city property, prevailing wage requirements will be applied.

Timeline (Except for online application deadline, timeline is subject to adjustments)

Monday, November 26, 11:59 P.M. MST Deadline for entry (via CaFÉ™ system)

December Semifinalist Selection

March Finalist Notification

Project Selection Panel According to Denver’s Public Art policies, the project selection panel plays an active role in the acquisition of public art for Denver. The Freyer - Newman Center selection panel is comprised of 11 voting members and additional non-voting advisors. The selection panel is responsible for reviewing the site, establishing criteria, writing a request for qualifications, reviewing applications, and selecting and interviewing semi-finalists and selecting a finalist for the commission.

Selection Process Between three and five artists/artist teams will be selected as semifinalists, depending on the number of qualified responses to the RFQ. Those selected will receive more specific information regarding the site and have the opportunity to meet with Garden representatives, the design team and public art staff. The semifinalists will receive an honorarium to prepare and present the proposal in person. The selection panel will review the proposals, interview the semifinalists and recommend a finalist for the commission. The final recommendation of the selection panel will be presented to the Public Art Committee, the Denver Commission on Cultural Affairs, and Mayor Michael B. Hancock for final approval. All decisions of the City and County of Denver are final.

Materials to be Submitted Please read this section carefully. Incomplete applications will NOT be considered. The applicant’s name must appear on all materials submitted.

All materials must be submitted online, via the CaFÉ™ website (www.callforentry.org). There is no application fee to apply or to use the CaFÉ™ online application system.

Digital Images—In order to be considered for this project, the applicant must electronically submit six digital images of previously completed artworks through the CaFÉ™ system. Artists who wish to submit kinetic, sound or media works must submit a complete CaFÉ™ application and will have the opportunity to upload up to two video files.

Instructions on how to format images to CaFÉ™ specifications can be found at https://www.callforentry.org/uploading-images-audio-and-video-files/. Assistance in using the CaFÉ™ system is available here: https://www.callforentry.org/artist-help-cafe/. If an artist does not have access to a computer, s/he may call 720-865-5563 to make arrangements to use a computer at Denver Arts & Venues.

Statement of Interest—Please submit a statement briefly outlining your interest in the Freyer - Newman Center public art project and experience working on projects of this kind (2,000 character maximum) via CaFÉ™.

Résumé—Submit a one-to-two page current résumé via CaFÉ™ that highlights your professional accomplishments as an artist. Please name your résumé file accordingly: Last name.First initial (i.e. Smith.J.pdf). Résumés that are more than two pages will not be downloaded. If applying as a team, please submit one résumé with 1-2 pages per team member.

Please direct all questions about the project to Brendan Picker at [email protected] or by calling 720-865-5563.

For more information on the Denver Botanic Gardens Freyer - Newman Center, please visit:https://www.botanicgardens.org/freyer-newman-center

Applicants are encouraged to watch this video: https://youtu.be/YzxJ6BHIJaI

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9kmovies-biz · 2 years ago

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Remote Acquisition Specialist (Growth Marketing) at Bonfire - Everythingfair

Time zones: EST (UTC -5), CST (UTC -6), MST (UTC -7), PST (UTC -8), AKST (UTC -9), HST (UTC -10) ABOUT THE COMPANY Bonfire is transforming the way people buy and sell high-quality custom apparel. We are a free online platform where anyone can design, sell, and buy custom products. We’ve helped thousands of individuals, groups, and nonprofits raise money for the causes they care about, and also…

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thegloober · 7 years ago

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Demand Generation: Turning Tactics into Strategy

There’s a building. In a back room, a guy peels potatoes. Out front, two people sit at a table. By the door, a person answers a phone.

Does that make the building a restaurant? No? Would it become one if the guy peeled potatoes and oranges?

It’s an absurd standard. It’s also the same one we apply to demand generation. You have a website. You blog. Visitors request demos. You email them. Voila! You (supposedly) do demand generation—or you would if you just ran LinkedIn ads, too.

But demand generation isn’t a pile of tactics. It’s a data-informed strategy that justifies tactics and aligns their goals. It’s hard to do, which is why most demand generation advice merely advocates adding another channel or tool to the heap.

This post doesn’t do that. Instead, it identifies the fault lines within tactics and between tactics that keep demand generation campaigns from amounting to more than their component parts.

Why does this term even exist?

According to HubSpot, demand generation is “the umbrella of marketing programs that get customers excited about your company’s product and services.”

That sounds suspiciously like…marketing. If we weren’t doing demand generation before, what were we doing?

For one, outbound marketing. Demand generation would not exist without the shift to inbound marketing. (Outbound marketing can still be part of a demand generation strategy.)

Inbound marketing increased the burden on marketing to resolve middle- and bottom-of-funnel concerns previously handled by sales departments. Content creation, the engine of inbound marketing, creates the draw (i.e. generates the demand) for the target audience.

Second, “lead” generation. As articles are quick to point out, demand generation is not lead generation. That distinction exists, in part, because we’ve mislabeled user actions like form fills as “leads.”

Leads in a demand generation strategy, we’re told, should actually generate sales. (What is a lead if it doesn’t have a chance at becoming a sale?)

Focusing on “real” leads by following them from an initial form fill through the sale is why, more than anything else, demand generation critiques marketing and sales silos:

If responsibilities between marketing and sales are muddled, potential customers never receive the information that’s critical to closing the sale.

If marketing has no data visibility past an online form fill, it engages in the much-maligned “lead” generation.

The breakdown of departmental silos allows for improvements—to data collection, persona development, content creation, etc.—that transform individual tactics into a demand generation strategy.

That’s easier said than done. Here’s why it so often goes wrong.

Why demand generation strategies fail

Odds are that the biggest problem in your demand generation strategy isn’t something you’re not doing. It’s something you’re currently doing poorly.

Regardless of strategy, your highest value opportunity is to improve execution of a current tactic rather than add a new one. (The same goes for analytics: Understand a current tool before adding another.)

For many demand generation tactics, the shortcomings recur:

Outcome measurements are limited.

Strategies are based on bad data.

The scope of influence is too narrow.

1. Outcome measurements are limited.

Your outside digital agency has aggressive form-fill targets. It meets them by expanding the ad audience, making landing page copy more inclusive, and gating as much content as possible.

They hit their goals. You hit your lead goals, too. But sales hates the “leads.” Ensue finger pointing.

Accountability incentivizes behavior. Don’t expect an outside agency to sacrifice more leads for better leads if they’re hired and fired on quantity. And the only way to measure them on lead quality is to track leads from form fill to close.

Attaining that level of attribution—the key to improving outcome measurement—breaks down in a couple of spots:

Web analytics. At a bare minimum, correct goal tracking in Google Analytics identifies the most valuable on-site user behaviors and attributes them to a marketing channel. The use of UTM parameters, call tracking, or Multi-Channel Funnel reports add detail and nuance to attribution. Without it, you have precious little data to pass on to your CRM.

Analyzing Multi-Channel Funnels credits the right channels for lead generation and, if that data passes to a CRM, sales—essential knowledge to incentivize the right behavior.

CRM. The amount of data you pass from your web analytics tool(s) to your CRM is a major fault line. A failure to set up custom fields that preserve lead origin data or standardize its entry risks erasure of the original source or poor data quality.

“It starts with having the right data in the system,” noted Kamil Rextin, who wrote about B2B attribution. “Data types are important. Figure out what is a drop-down, text field, etc. Standardized, clean data is critical to deploying great campaigns.”

2. Strategies are based on bad data.

The first challenge—limited outcome measurement—feeds into the next. It’s difficult to identify the right channels if all you can point to is top-of-funnel “email generation.”

The pain is acute when it comes to segmentation. “Unless there’s a clear framework in place,” Rextin cautioned, “You’ll end up with a giant glob of names and companies with all kinds of job titles because someone left it as an open text field rather than a drop-down.”

A disorganized CRM wastes data: Even if you’ve identified the target audience and collected the necessary data, you can’t turn that intelligence into a targeted email campaign or personalized ad messaging.

Bad data affects demand generation campaigns in other ways, too. Often, by the time you start a demand generation campaign, your audience has changed. That means that historical data about buyer traits and behavior may not be relevant.

As Tom Tunguz explains:

The early and late majority segments comprise 68% of the market, and these buyers don’t buy software the way early adopters buy software.

The fattest part of the market often demands more education, more handholding, more social proof through case studies & references, and a relationship with a salesperson or account manager to feel comfortable with the purchase.

Rogers’ bell curve shows how your demand gen audience may be vastly different than the one for past buyers.

If you need to change your target audience, “Go back to the core of any good demand generation campaign,” Ramli John, who authored CXL’s course on demand generation advised:

Most marketers just stop at creating a user persona. That’s not enough to really know your customers.

Interview people in that new target audience to really understand their emotional triggers—aspirations, dreams, fears, and desires. Based on those emotional triggers, create new demand gen campaigns or re-purpose current campaigns to speak to those needs.

For some companies, actionable user data is not just dated but nonexistent. Months or years of uncoordinated efforts erode data quality.

Building a cache of user data in a CRM that’s strong enough to inform demand gen campaigns—what content to produce, where to distribute it—can take years, according to Brandt Bogdanovich of MST Solutions. And if it’s been controlled primarily by the IT department, not the marketing department, much of that data may be unusable.

Bogdanovich, who’s worked with dozens of companies on Salesforce integration and marketing automation, sketched an order of operations for data acquisition and deployment in demand gen campaigns:

Bring clean data into the CRM.

Identify market segments and the needs for each.

Create and distribute content to those segments.

Refine campaigns based on new CRM data.

Repeat.

(Without any data, Bogdanovich offered, DiscoverOrg or Demandbase provide a starting point, especially for companies that plan to pursue account-based marketing.)

Hyper-targeted efforts are possible, then, only after cycles of refinement. And even those hyper-targeted campaigns may fail if they address a narrow swath of concerns.

3. The scope of influence is too narrow.

For B2B marketers, demand generation tactics—no matter how well targeted—fail if they focus exclusively on how a product or service benefits the prospect alone.

“Personalization doesn’t focus on improving group dynamics,” writes Patrick Spenner. Those group dynamics, he continues, are vital in B2B sales:

We see most Marketers who are doing persona-based work today stop at the individual pain points and psychology of those personas. They fail to push beyond to identify how those personas inter-relate, and could share areas of common ground. Another way of thinking about this is for Marketing to build not just personas, but “Interpersonal Personas.”

Too often, the peak conflict within an account occurs before sales arrives—and persona-focused marketing is ill-equipped to solve it. “Marketing is at arm’s length, not eyeball-to-eyeball,” Spenner told me.

“Just because we’ve got that mobilizer fired up to fight for a point-of-view about a problem or solution in their organization (that will lead uniquely back to you as a supplier),” Spenner notes, “Doesn’t mean they know how to go win that fight.”

As a further complication, many prospects seek to minimize risk rather than identify the best solution. The familiar proverb applies: “No-one ever got fired for hiring IBM.”

An exception to the rule: Lack of tactical diversification

Maybe you’ve integrated a couple of tactics across your company—say, blogging and email. It’s a rare case when a demand generation strategy risks failure unless expanded.

What happens when Google’s algorithm cuts organic visibility for your blog in half? Or AdBlock adoption kills off your highest converting forms?

As you get closer to saturating a channel, Tunguz argues, the costs also go up: You exhaust keyword targets for quick-win blog posts and now wait months for organic visibility; or, expanding your LinkedIn Ad audience invites competition from richly backed competitors.

For that, and every other challenge, what should you do?

How to build a successful demand generation strategy

Just as the same demand generation challenges plague multiple tactics, solutions apply broadly, too:

Solve the prospect’s larger issues.

“Process, process, process.”

Expand methodically.

1. Solve the prospect’s larger issues.

As Spenner details, successful lead-based demand gen strategies consider account-based challenges, which have three “dysfunctions”:

1. Disparate Perspectives—competing goals; misunderstandings; different worldviews and vocabularies among stakeholders

2. Fear—individual uncertainty over how others in the group will react to one’s point-of-view; professional and political risk; plain old conflict avoidance

3. Resistance—organizational inertia; unwillingness to compromise; power struggles

Spenner focuses on identifying “under-appreciated areas of common ground” to build consensus. His viewpoint parallels Tim Reistersher’s emphasis on the “unconsidered need,” which seeks to overcome prospects’ “status quo bias”:

You have to tell the customer something they don’t already know about a problem or a missed opportunity they didn’t know they had. That’s how you destabilize preferences.

The perspective is a favorite of Devon Hennig, Vice President of Demand Generation for Vendasta. “A common mistake I see,” Hennig explained, “is building demand generation campaigns on top of subpar messaging. Before you start spending money on lead generation, your story needs to be dialed in.”

Bogdanovich agrees: “You can be really sophisticated with all the tech in the world, but if your content isn’t resonating with customers, you’re not going to get anywhere.”

Messaging before technology

Especially in the B2B world, it’s almost impossible to dial in messaging if it applies to the prospect alone, which is why segmentation—and the data and tech that enables it—cannot rescue the wrong messaging.

Segmentation applied to each member of a team, however, is powerful. “If you can identify the champion versus the buyer in an account,” Rextin said, “You can put them on different nurture tracks. For example, the buyer might get more direct-benefit, price-type messages while the champion gets data sheets or use cases for how it makes their job easier.”

In general, John argued, “The more people who get involved and engaged with your company and information about your products, the more buy-in you secure for closing the sale and getting additional purchases in the future.”

What messaging solves the most issues?

At times, account-wide messaging may not require segmentation. Tom Jenkins of CloudTask has seen exceptional results from a single case study, which, updated over time, shows ever-larger ROI for their chat management services.

“The case study gets us in the door,” Jenkins stated. “It’s 100% influential at the account level.” That goes against best-practice advice from HubSpot, Jenkins noted, which recommends leaving out case studies until the decision stage. But, as he contended, if you can show someone that for every $5 spent you generate $25 in revenue, you have their attention.

Inbound marketing has also transitioned the mode of information delivery: Whitepapers now allay fears that a visit from a salesperson once did. As Rextin explained, in-person workshops or onboarding sessions can be key to earning the sale or, for SaaS companies, retaining a client.

Spenner also offers encouragement for marketers who are scrambling to find lower-funnel messaging solutions:

You’re halfway there with many of the sales enablement tools you’ve been creating to help your sales reps go do this! It just takes some modification of those toolkits into a format that Mobilizers can access and use effectively.

2. “Process, process, process.”

Those are Rextin’s words. “It’s not sexy to talk about process,” he conceded, “But that’s what it boils down to.” For demand generation, “process” applies to individual tactics and the relationships between them.

These are the starting points to strengthen processes in your demand generation campaigns:

Create service-level agreements (SLAs).

Internal SLAs are common in demand generation. Most often, they exist between marketing and sales teams.

For marketers, SLAs typically redefine “leads” from simple metrics like form fills to marketing-qualified leads (MQLs)—those that are a “good fit” and “sales ready.” From a sales perspective, SLAs mandate contact windows and frequency to ensure good leads get attention.

If lead-to-sale data is absent, you can initially define MQLs based on a series of actions and characteristics—like an email list signup and whitepaper download (“sales ready”) by a user with a certain job title (“good fit”), then refine that definition as you gather more data.

The end goal, as John details in his course, is to reverse engineer accountability so that marketing is responsible not just for a number of leads but an amount of revenue that various lead types are forecasted to generate.

Identify tactics that have multiple owners to standardize data management.

While SLAs aren’t necessary for every cross-departmental interaction, plenty of demand gen tactics have multiple owners:

A content strategist creates an editorial calendar.

A writer creates the content.

A social media specialist shares the content.

An email manager adds it to a newsletter.

Multiple owners endanger data quality. Rextin gave an example:

The content person goes in and creates an email list without the proper segmentation or input from the Marketo person on the team. That leads to hundreds of lists, no clear segmentation, and a database management nightmare.

Bogdanovich told me about a billion-dollar client that, until last year, kept much of their user data in Excel. “Whether they have the data or not,” he continued, “many companies are not as sophisticated as people tend to say.”

For small- and medium-size businesses, that’s welcome news: Everyone is struggling, and any process improvement has value. Clear delineation of who-sets-up-what in analytics platforms and CRMs is a first step.

3. Expand methodically.

Tom Tunguz offers a framework that uses a scale from 1 to 10 to assess demand generation portfolios:

1. Sophistication. How sophisticated is the organization in leveraging the channel? How much experimentation, insight, predictability has the team developed?

2. Breadth. How broad is the demand generation strategy? How many campaigns, how many creatives, how many partners, how many referrers?

3. Potential. How many customers and much revenue could this channel bring if successful?

4. Scale of investment. How large is the business’ investment in the customer acquisition channel? What is the spend on the people, software and media?

An initial assessment of a four-channel campaign may look something like this:

Low numbers for sophistication, breadth, or scale are opportunities to improve performance within a channel, while high numbers for those factors reveal a channel that’s nearing exhaustion.

Eventually, expansion is necessary for every growing business; it also protects companies from the aforementioned risks of an undiversified portfolio.

Still, Tunguz refrains from defining a “good” or “bad” portfolio:

There are no right answers about what an optimal portfolio should look like. That will change over time and by company. The important part of this framework is to create a shared lexicon about how to evaluate demand generation portfolios, and what the best asset allocation might be for the business.

For MST Solutions, Bogdanovich has focused on executing well on one vertical per quarter, then expanding to other verticals. Each quarter is an opportunity to test and refine campaign tactics for other verticals.

“I can’t target every single vertical and have alignment with the sales team and our external marketing and PR agencies,” Bogdanovich explained. “We’re promoting people internally as thought leaders in that vertical, all the way down through content. We’ll look at that as a whole, see where it was successful, and recreate for other verticals.”

That methodical approach should resonate with organizations that don’t have massive internal teams. For those looking to expand theirs, here’s some advice.

How to hire a demand generation specialist

Hiring an in-house demand generation manager may be the goal, but it’s not feasible for every organization. So what can you do in the interim?

Invest in the setup.

Rextin and Bogdanovich both advocate heavy investment in the initial setup of demand generation campaigns.

“You don’t need to have someone full-time, which is why I consult,” Rextin explained. “Once someone senior sets up the system, process, and documentation around it, you can train someone more junior to operate it on a day-to-day basis.”

Managing demand generation strategy, Bogdanovich, added, is a complex task that requires broad knowledge: “Someone has to understand how to build brand awareness and how technology is going to help your content get in front of people.”

When you hire for a demand gen role, hire a systemic thinker.

“The trait I’d look for,” Rextin said, “Is system-level understanding—you need to understand the strategy at a high level before you can go into the ‘this workflow to trigger this email’ process.”

Melinda Byerley, the founder of Timeshare CMO, affirmed Rextin’s perspective. “What organizations need, but rarely hire or retain for, are the strategic thinkers who step back and create systems.”

Often, Byerley continued, those people qualify as “clever” but “lazy” in the von Manstein Matrix:

The “smart and hard-working people” perpetuate the system they come into. In many ways they’re like machines—they are only as helpful to the organization as the systems they’re given to function in.

The von Manstein Matrix argues that “laziness” is a virtue for systemic thinking.

“In the end,” Byerley concluded, “The courage to rethink everything is what separates the clever and hardworking tacticians—who are critical additions to every team—from the strategic marketers who can help drive step-function growth.”

Conclusion

No channel is coming to rescue your demand generation strategy. You are not an ad platform or analytics tool away from success.

Successful demand generation removes barriers between teams and tactics to allow information to flow—from web platforms to a CRM and past the sale. Your current strategies are the best places to start.

If you market to leads, address the account-level realities of your prospects. On your team, determine who manages the data for each platform and the rules for organizing that data.

Even a trickle of data can catalyze the iterative process of campaign refinement that differentiates “emails in a database” from lucrative leads and, subsequently, attracts more of them.

Anyone can create a product. That is not the hard part. The hard part is…

Most conversation about social media strategy sucks. Write compelling headlines, use interesting photos, follow “influencers”…

Thinking about emailing influencers to ask them for backlinks or tweets? Most people are terrible…

An average website has a sales conversion of 1% to 2%. So it’d be fair…

Source: https://bloghyped.com/demand-generation-turning-tactics-into-strategy/

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saxllp · 7 years ago

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Proposed Regulations Issued for the 20% Qualified Business Income Deduction

On August 8, 2018, the Treasury Department and the IRS issued proposed regulations that provide guidance on Code Section 199A (added by the Tax Cuts and Jobs Act), which permits certain taxpayers a deduction up to 20% of their Qualified Business Income (“QBI deduction”).

Qualified Business Income is income from either a pass-through entity (i.e. partnership or S-Corporation) or owners of sole proprietorships. The QBI deduction applies to tax years from 2018 through 2025, and is determined at the individual, estate or trust level. Subchapter C-Corporations are excluded from this benefit.

Brief Background of the QBI Deduction:

The 20% QBI deduction is limited to the greater of 50% of the W-2 wages with respect to the qualified trade or business, or the sum of 25% of the W-2 wages with respect to the qualified trade or business, plus 2.5% of the unadjusted basis immediately after acquisition of all qualified property.

The resulting deduction is then subject to a second limitation equal to 20% of the excess of taxable income for the year over the sum of net capital gain.

The resulting QBI deduction sum may not exceed the taxpayer’s taxable income (reduced by net capital gain).

The Proposed Regulations provide further interpretation of various industries that primarily provide a service to its customers. These Trades or Businesses are referred to as a “Specified Service Trade or Business” (SSTB).

A SSTB is ineligible to claim the QBI deduction once the taxpayer’s taxable income reaches a certain threshold – $157,500 in the case of single taxpayers and $315,000 in the case of joint return filers – and is phased out over $50,000 above the threshold amount ($100,000 in the case of joint return filers).

Proposed Regulations Issued for the 20% QBI Deduction Address the Following Key Items:

Allocation of income or loss items not clearly attributable to a single trade or business. If an individual or a pass-through entity has items of either income or loss which is attributable to more than one trade or business, the individual or pass-through entity must allocate those items among the several trades or businesses to which they are attributable using any reasonable method. The chosen method for each item must be consistently applied from one taxable year to the next.

Aggregation of commonly controlled businesses. Aggregation is permitted but is not required at the individual taxpayer level. Once elected, it cannot be revoked. If aggregation is done, none of the businesses can be from a SSTB and the taxpayer must demonstrate that the businesses are in fact part of a larger, integrated trade or business. Furthermore, the same person or group of persons, directly or indirectly, must own more than 50% of each business to be aggregated. The proposed regulations provided several factors to consider here and the final determination of how this will be reported by the taxpayer has not been finalized.

W-2 wages attributable to a trade or business. Taxpayers that hire and pay a third-party professional employer organization (with the third-party payor as the employer listed in Box C of the Form W-2) can include those in computing QBI as long as those wages are in relation to common law employees or officers of the taxpayer (based on State law determination).

Allocation of W-2 wages amongst several trades or businesses. W-2 wages allocable to more than one trade or business can be allocated in the same proportion as to the deductions associated with those wages allocated among a particular trade or business. Accordingly, Form W-2 wages are properly allocable to QBI if the corresponding wage expense is taken into account when computing QBI.

Reasonable compensation to S-Corporation shareholder-employee. All wages paid to any S-Corporation shareholder-employee are not included towards the calculation of the W-2 wage limitations.

Treatment of Code Section 1231 gains and Sec. 1231 losses. To the extent a gain or loss is treated as capital, it is not included in QBI. Specifically, if a Code Sec. 1231 gain is treated as capital gain, it is not included in QBI. Conversely, if a Code Sec. 1231 loss is treated as ordinary loss, it must reduce QBI.

Previously suspended losses. Several sections of the Internal Revenue Code provide for disallowance of losses and deductions in certain cases (i.e. Code Sec. 465, Code Sec. 469, Code Sec. 704(d), and Code Sec. 1366(d)). Generally, the disallowed amounts are suspended and carried forward to the following year, at which point they are re-tested and may become allowable. The Proposed Regulations provides that, to the extent that any previously disallowed losses or deductions are allowed in the tax year, they are treated as items attributable to the trade or business. However, losses or deductions that were disallowed for tax years beginning before Jan. 1, 2018 are not taken into account for purposes of computing QBI.

SSTB de minimis exceptions. The Proposed Regulations provide a de minimis exception that will allow a business that both sells product and performs services to avoid being treated as a SSTB. The de minimis exception allows a Trade or Business not to be considered a SSTB if its gross receipts are less than $25 million (in a taxable year) and if less than 10% of the gross receipts of the business are attributable to the performance of services in one of the disqualified fields. If a business has gross receipts more than $25 million, a similar de minimis rule exists, and only 10% is replaced by 5%.

The Proposed Regulations effectively provides guidance on a broad basis and does not encompass fact patterns to a taxpayer’s individual situation and circumstances. We recommend you consult with your tax advisor for specific advice regarding your QBI deduction.

Sax LLP will continue to keep you informed as new legislation is developed and additional information is released. For more information, or if you have any questions or concerns, feel free to reach out to a Sax advisor at (973) 472-6250 or visit www.saxllp.com.

______________________________________ George Livanos, CPA, MST is the Tax Partner-in-Charge of Sax LLP’s Real Estate Practice, specializing in corporate, partnership and individual income taxation. He has more than 30 years of experience advising both publicly and privately held businesses on the latest tax laws, and the potential effects of proposed tax legislation. George can be reached at [email protected].

Michael Benguigui, CPA is a Senior Manager at Sax LLP and a member of the firm’s Tax and Real Estate Practices. He specializes in tax and accounting services for property owners, developers and private equity investors. Michael can be reached at [email protected].

from SAX https://www.saxllp.com/proposed-regulations-issued-for-the-20-qualified-business-income-deduction/

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tunbuzhuang2017-blog · 8 years ago

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calculatemygrade-blog · 8 years ago

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calculatemygrade-blog · 8 years ago

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