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• Una vía de crecimiento para las empresas de movilidad

  Además, oportunidades para proveedores de vivienda para personas mayores ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Comparte este email Share this email on LinkedIn   Share this email on X   Share this email on Facebook   Destacados mensuales, abril 2025 La industria de la movilidad ha entrado en una nueva era de innovación. Las start-ups y los fabricantes de equipos originales (OEM) tradicionales están invirtiendo en la digitalización y en las tendencias ACES: conducción autónoma, conectividad, electrificación y movilidad compartida. En nuestro artículo destacado, Kersten Heineke, Philipp Kampshoff y Timo Möller, de McKinsey, examinan seis medidas que pueden situar a las start-ups de movilidad en una sólida trayectoria de crecimiento. Otros temas destacados incluyen: • Cómo la industria automotriz europea puede recuperar su ventaja competitiva • Oportunidades a largo plazo para proveedores de vivienda para personas mayores • Temas clave que darán forma a la industria de artículos deportivos en 2025 • El futuro de las operaciones en 2025: cómo las organizaciones pueden seguir siendo ágiles y prosperar a pesar de la incertidumbre en 2025 y más allá La selección de nuestros editores Más allá de la fase start-up: Recetas para el crecimiento de las empresas de movilidad La mayoría de las start-ups de movilidad más prometedoras se desinflan antes de lograr escalar sus operaciones. Con miles de millones de dólares de inversión en juego, necesitan una mejor ruta hacia el crecimiento. Aumente las probabilidades  LOS DESTACADOS DE ESTE MES Industria automotriz europea: Lo que necesita para recuperar competitividad La industria automotriz europea ha sido una piedra angular de la economía de la región, pero las disrupciones han desafiado su liderazgo. ¿Cómo puede recuperar su ventaja competitiva? Alinee a sus partes interesadas Cómo la inversión privada puede mejorar las opciones de vivienda para personas mayores El mundo necesita mejores soluciones residenciales para las personas mayores. Tres innovaciones pueden ser la clave para unos años verdaderamente dorados. 3 oportunidades a largo plazo Artículos deportivos 2025—El nuevo acto de equilibrio: Convertir la incertidumbre en oportunidad Aunque la industria de artículos deportivos ha perseverado durante el último año, las previsiones de desaceleración del crecimiento están obligando a los ejecutivos a centrarse por igual en el crecimiento de los ingresos y en las mejoras de la productividad. Explore el informe para conocer los temas clave Ingredientes para el futuro: Llevar la revolución biotecnológica a la alimentación Los ingredientes fermentados podrían transformar el panorama alimentario más rápido de lo que se pensaba. Sin embargo, se necesitan nuevos modelos de negocio para aprovechar la oportunidad de entre $100 y $150 mil millones de dólares que representan las proteínas novedosas fermentadas. Acelere el cambio Cómo pueden los bancos aumentar la productividad mediante la simplificación a escala La productividad en el sector bancario se ha estancado. Estas son las herramientas y técnicas para lograr un cambio duradero. Impulse el cambio Impulsar la productividad: Perspectivas operativas para 2025 A pesar de la incertidumbre geopolítica actual, el futuro de las operaciones en 2025 es prometedor. Las empresas que se apoyan en la tecnología, la colaboración interdisciplinaria y la curiosidad pueden impulsar la productividad. Manténgase ágil Esperamos que disfrute de los artículos en español que seleccionamos este mes y lo invitamos a explorar también los siguientes artículos en inglés. ALSO New The Iberian green industrial opportunity: Sustainable fuels The state of AI: How organizations are rewiring to capture value Talking with Johan Tjärnberg, Group CEO of Trustly: Breaking barriers New York 2040: Time to reinvent. Again. Forging sustainable steel and more: A talk with Nucor CEO Leon Topalian How Judy Marks leads Otis Worldwide Corporation through uncertainty and technological evolution From crisis management to strategic resilience: Lessons from the auto industry Sustainable style: How fashion can reduce Tier 2 emissions Building interoperable healthcare systems: One size doesn’t fit all From pilot to profit: Scaling gen AI in aftermarket and field services Engaging the evolving US healthcare consumer and improving business performance Can zero-emission trucks become viable–and what will it take to boost adoption? OUT NOW: The Broken Rung Leaders and companies must do more to address structural gender inequalities in the workplace—but you don’t have to wait. The Broken Rung, a new book by McKinsey senior partners, Kweilin Ellingrud, Lareina Yee, and María del Mar Martínez, is your guide, right now, for moving up the corporate ladder and reaching your full potential at work. Order now  Special features McKinsey Explainers Find direct answers to complex questions, backed by McKinsey’s expert insights. Learn more McKinsey Themes Browse our essential reading on the topics that matter. Get up to speed McKinsey on Lives & Legacies Read monthly obituaries from business and society that highlight the lasting legacies of executives and leaders from around the globe. Explore the latest obituaries Only McKinsey Perspectives Discover actionable insights on the day’s news as only McKinsey can bring. Get the latest McKinsey Classics Many new CEOs reshuffle their top teams, but surprisingly few make them more diverse. Can we do better? Read our 2018 classic “Closing the gender gap: A missed opportunity for new CEOs” to learn more. Rewind The Weekend Read Browse curated picks in your downtime. Subscribe now — Edited by Joyce Yoo, editor, New York Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. COMPARTA ESTAS IDEAS ¿Disfrutó este boletín? Reenvíelo a colegas y amigos para que ellos también puedan suscribirse. ¿Se le remitió este articulo? Regístrese y pruebe nuestras más de 40 suscripciones gratuitas por correo electrónico aquí. Este correo electrónico contiene información sobre la investigación , los conocimientos, los servicios o los eventos de McKinsey. Al abrir nuestros correos electrónicos o hacer clic en los enlaces, acepta nuestro uso de cookies y tecnología de seguimiento web. Para obtener más información sobre cómo usamos y protegemos su información, consulte nuestra política de privacidad. Recibió este correo electrónico porque es un miembro registrado de nuestro boletín informativo Destacados. Manejar suscripciones | Cancelar Copyright © 2025 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "Destacados de McKinsey" <publishing@email.mckinsey.com> - 08:43 - 12 Apr 2025

• 2024 New Collection Aluminum Window and Door -China Oneplus

  Hello，Sir or Madam，

  Good day.
  This is Coco from Foshan Oneplus Windows and Doors Co., Ltd, which is a leading aluminum manufacturer in China providing super aluminum products such as windows & doors, Sunroom, handrails, and windows walls, etc.
  You can contact me by WhatsApp at 86 13430211600. Or Email oneplusaluminum@outlook.com 

  1、Are you interested in aluminum windows and doors? If so,you can send us the dimensions or drawings so that we can give you a competitive price. 
  2、Our products have NFRC and other certificates to meet energy efficiency requirements.
  3、Could I add your Whatsapp number? It's easier to communicate that way.

  Or you can visit our website for more detailed information: Our
  Website: www.onepluswindows.com
  Showroom: https://oneplusaluminum.en.made-in-china.com/

  It would be much appreciated if you could spend a few minutes to have a look at this email, attachments, and our website.

  Oneplus has more than ten years of experience in exporting casement windows, doors, and Sunroom all over the world, and America/Europe/Australia is one of our main markets.

  We focus on the door and window industry for professional high-end customized services.
  Our products for the USA and Australia markets comply with complete certificated procedures such as CE, and NFRC, and meet the highest national inspection standards.

  Oneplus owns its brand "KINTE ALUMINUM D&W"-Smart Window &Doors, You can visit our website link below for more detailed information and we wish to build up a business relationship with you.

  Delivery Lead Time:30-35Days

  Payment Term: EXW /FOB

  
  Looking forward to your kind reply.

  Thank you!
  -----------------------------------------
  Best Regards!
  Coco Chan
  Sales Manager

  Mob& WhatsApp: +86 13430211600

  Website: https://oneplusaluminum.en.made-in-china.com/

  Foshan Oneplus Windows and Doors Co., Ltd.
  Tel: +86-757 8562 8529 Fax: +86-757 2362 1068
  No. 3, Xingye Road, Ganglian Industrial Zone, Lishui Town, Nanhai District, Foshan, Guangdong, China (Post Code 528000)

  

  ---

  by "Yaque Lopezaguilar" <lopezaguilaryaque@gmail.com> - 04:02 - 12 Apr 2025

• Providing high-quality waterproof and breathable membranes to meet packaging and electronic needs

  Dear info,

   

  Hello! Our company focuses on the production and development of waterproof and breathable membranes, which are widely used in packaging, electronic equipment, medical devices and the automotive industry. Our products have excellent waterproof performance while maintaining breathability, effectively extending the service life of the product and improving user experience.

   

  We promise that all waterproof and breathable membranes are strictly quality controlled and meet industry standards. If your company has relevant needs or is interested in further product information, please feel free to contact us. We look forward to providing you with the best solution.

   

  Looking forward to working with you!

   

  

   

  Sincerely,
  Alex
  whatapp：15851072826 
  Company website: www.zzpip.com

  SubscribeUnsubscribe

  

  ---

  by "Rosanna Suhaim" <suhaimrosanna@gmail.com> - 06:25 - 11 Apr 2025

• Button certification, quality-assured ceramic product supplier

  Hello info,

  
  Good day!

  
  The purpose of sending you an email is to draw your attention to our company. We are a ceramic manufacturer from China, Linyi Guangfa Porcelain Co., Ltd. Our company has been supplying domestic and foreign trade companies since its establishment.

   

  Now we think that the advantages of taking foreign orders independently are:

   1. The delivery time is guaranteed, and we will give priority to producing our own orders.

   2. Our factory has obtained Walmart, BSCI, SEDEX certification.

   3. Quality assurance: We can provide you with the best quality to optimize your company's reputation and increase your company's sales.

  
  Your response is very important to us, so please don't ignore us. I browsed your website and found that we can offer you an 18 piece dinner set at the best price and quality. Attached is our quotation, which is very competitive.

   

  We look forward to your valuable suggestions and feedback.
  
  Thanks and beste regards

   Linyi Guangfa Porcelain Co., Ltd

  点击这里订阅点击这里取消订阅

  

  ---

  by "Bxjisie bb Bxjxjhc" <3749781@gmail.com> - 03:06 - 11 Apr 2025

• RE: 2025 World Procurement Congress

  Hi - How are you?

   

  Did you happen to review my previous email?

   

  Please pick the number that describes your response:

   

  1.   Interested to see number of counts and pricing details

  2.   Leave out

   

  Regards,

  Raquel Murillo

   

   

  From: Raquel Murillo
  Sent: 10 April 2025
  To: info@learn.odoo.com
  Subject: 2025 World Procurement Congress
  Importance: High
  Sensitivity: Personal

   

  Dear Exhibitors & Sponsors,

   

  World Procurement Congress 2025, Pre-registered Attendee list is now available to facilitate your pre-event marketing activities.

   

  Kindly pick your response from the below option 1 / 2:

   

  1.   Yes, Interested - Send me pricing & other data information.

  2.   OPT-OUT

   

  Regards,

  Raquel Murillo

  Manager, Event Communication & Planning

  World Procurement Congress

  

  ---

  by "Raquel Murillo" <raquel_murillo@mapyourshowz.com> - 06:26 - 11 Apr 2025

  1 attachments 1 attachments

  image001.jpg

• How companies are using gen AI to strengthen sales

  On McKinsey Perspectives

  7 use cases ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  DELIVERING ACTIONABLE INSIGHTS ON THE DAY’S NEWS Brought to you by Alex Panas, global leader of industries, & Axel Karlsson, global leader of functional practices and growth platforms Welcome to the latest edition of Only McKinsey Perspectives. We hope you find our insights useful. Let us know what you think at Alex_Panas@McKinsey.com and Axel_Karlsson@McKinsey.com. —Alex and Axel Improving sales through gen AI In the news • Enhancing conversations. As companies move from gen AI experimentation to the implementation of business-backed use cases, they are starting to see positive results. One of the most promising gen AI use cases is sales and marketing, notes CIO. In a Google Cloud and National Research Group survey, about one-third of global IT leaders said that gen AI in sales and marketing is producing a positive ROI. At one asset-management company, sales reps use gen AI to scan documents and identify important talking points, helping them save time and prepare for key conversations. [CIO] • Gathering intelligence. Sales teams are often in a bind: In response to declining engagement with customers, they increase the volume of sales pitches, which then overwhelms their B2B buyers. As experts suggest in Harvard Business Review, sales organizations should instead use gen AI to collect intelligence on potential clients and pursue higher-quality sales interactions. When one sales leader prompted an AI platform to analyze a company’s annual reports, she was quickly able to grasp their business issue—which ultimately helped her to close a deal with a new client. [HBR] About 40% of biopharmaceutical leaders and 30% of healthcare leaders were extremely excited about the potential for a gen-AI-enabled RFP responder tool. On McKinsey.com • Accelerating sales. With gen AI’s capacity to boost revenue, increase sales productivity, and streamline processes, B2B leaders are increasingly looking to the technology to drive significant and profitable growth, McKinsey Partners Alexander Dierks and Richelle Deveau and their coauthors explain. In McKinsey’s latest B2B Pulse Survey of B2B decision-makers,19% of respondents reported that they were already implementing gen AI use cases for B2B buying and selling, while another 23% said they were in the process of doing so. • Identifying promising leads. Although business leaders recognize gen AI’s potential in B2B sales, most have not yet embraced the technology—or even engaged with it—even though gen AI can be applied across the entire deal cycle. By using gen AI to gather insights that help businesses identify and prioritize leads (including their “next best” opportunity), they can speed up historically lengthy processes. See seven compelling gen AI use cases for B2B sales. Empower your sales teams —Edited by Belinda Yu, editor, Atlanta Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad, or Android. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Only McKinsey Perspectives newsletter, formerly known as Only McKinsey. Manage subscriptions | Unsubscribe Copyright © 2025 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

  ---

  by "Only McKinsey Perspectives" <publishing@email.mckinsey.com> - 01:06 - 11 Apr 2025

• MASTERING THE ART OF CUSTOMER CONFLICT: TURNING CHALLENGES INTO OPPORTUNITIES (9 & 10 JULY 2025)

  Please call 012-588 2728

   email to pearl-otc@outlook.com

   

  HYBRID PUBLIC PROGRAM

  MASTERING THE ART OF CUSTOMER CONFLICT:

  TURNING CHALLENGES INTO OPPORTUNITIES

  (** Choose either Zoom OR Physical Session)

  Remote Online Training (Via Zoom)  &

  Wyndham Grand  Bangsar Kuala Lumpur Hotel (Physical)

    (SBL Khas / HRD Corp Claimable Course)

  Date : 9 July 2025 (Wed) |  9am – 5pm            By Angeline

   10 July 2025 (Thu)  |  9am – 5pm           .        .

   

   

  OVERVIEW

  This 2-days training on "How to Handle Difficult Customers" is designed to equip participants with the skills to effectively manage challenging customer interactions, whether via phone or face-to-face, with external customers like dealers or end users. Day 1 focuses on understanding customer behavior, mastering communication techniques, de-escalating tense situations, and implementing a structured complaint management process. Participants will also learn how to handle complaints over the phone with professionalism and empathy. Day 2 builds on these foundations by introducing advanced conflict resolution skills, strategies for managing difficult in-person scenarios, stress management techniques, and approaches to turn complaints into opportunities for business improvement. Through role-playing, case studies, and practical exercises, participants will develop the confidence and resilience needed to handle even the most difficult customer interactions successfully.

   

  LEARNING OUTCOMES

   

  ·       Identify and Categorize Difficult Customer Behaviors

  Participants will be able to recognize different types of difficult customers (angry, passive, demanding, etc.) and understand the common triggers for their dissatisfaction.

   

  ·       Develop Effective Communication Skills

  Participants will learn techniques for active listening, using positive language, and maintaining a professional tone during challenging interactions.

   

  ·       Apply De-escalation Techniques

  Participants will practice strategies to calm angry customers, reduce tension, and build rapport to create a more cooperative atmosphere.

   

  ·       Follow a Structured Complaint Management Process

  Participants will be able to efficiently gather information, ask probing questions, and document complaints accurately to facilitate timely resolution.

   

  ·       Demonstrate Proficiency in Handling Verbal Complaints

  Participants will master the skills needed to manage phone and face-to-face complaints professionally, even in emotionally charged situations.

   

  ·       Employ Advanced Conflict Resolution and Problem-Solving Skills

  Participants will learn how to identify the root causes of complaints, offer suitable alternatives, and resolve complex issues effectively.

   

  ·       Build Emotional Resilience and Stress Management Skills

  Participants will gain tools to handle the stress associated with dealing with difficult customers and learn how to maintain a positive mindset.

   

  ·       Turn Customer Complaints into Opportunities for Improvement

  Participants will be able to use customer feedback to identify areas for improvement, enhance customer satisfaction, and strengthen relationships with customers.

   

  METHODOLOGY

  ·       Quizzes. For long, complicated training, stop periodically to administer brief quizzes on information presented to that point. Begin sessions with a prequiz and let participants know there will also be a follow-up quiz. Trainees will stay engaged in order to improve their prequiz scores on the final quiz. Further this will motivate participants by offering awards to the highest scorers or the most improved scores.

   

  ·       Small group discussions. Break the participants down into small groups and give them case studies or work situations to discuss or solve. This is a good way for knowledgeable veteran employees to pass on their experience to newer employees.

   

  ·       Case studies. Adults tend to bring a problem-oriented way of thinking to workplace training. Case studies are an excellent way to capitalize on this type of adult learning. By analyzing real job-related situations, employees can learn how to handle similar situations. They can also see how various elements of a job work together to create problems as well as solutions.

   

  ·       Active summaries. Create small groups and have them choose a leader. Ask them to summarize the lecture’s major points and have each team leader present the summaries to the class. Read aloud a prewritten summary and compare this with participants’ impressions.

   

  ·       Q & A sessions. Informal question-and-answer sessions are most effective with small groups and for updating skills rather than teaching new skills. For example, some changes in departmental procedure might easily be handled by a short explanation by the supervisor, followed by a question-and-answer period and a discussion period.

   

  ·       Question cards. During the lecture, ask participants to write questions on the subject matter. Collect them and conduct a quiz/review session.

   

  ·       Role-playing. By assuming roles and acting out situations that might occur in the workplace, employees learn how to handle various situations before they face them on the job. Role-playing is an excellent training technique for many interpersonal skills, such as customer service, interviewing, and supervising.

   

  ·       Participant control. Create a subject menu of what will be covered. Ask participants to review it and pick items they want to know more about. Call on a participant to identify his or her choice. Cover that topic and move on to the next participant.

   

  ·       Demonstrations.  Demonstrate the steps being taught or the processes being adopted.

   

  ·       Other activities.

  o   Create a personal action plan

  o   Paraphrase important or complex points in the lecture

   

  DURATION

  2 Days (9.00am – 5.00pm)

   

  OUTLINE OF WORKSHOP 

  Day 1: 9.00am - 5.00pm   Module 1: Understanding the Difficult Customer ·       Identifying different types of difficult customers (angry, passive, demanding, etc.) ·       Common triggers that cause customer dissatisfaction ·       The importance of emotional intelligence in customer interactions   Module 2: Effective Communication Techniques ·       Active listening skills: How to truly hear the customer ·       Tone of voice and language: Using positive and neutral phrases ·       Avoiding defensive or confrontational responses   Module 3: De-escalating Emotional Situations ·       Techniques to calm down an angry customer ·       Building rapport to reduce tension ·       Apologizing effectively without admitting fault (when applicable)   Module 4: Complaint Management Process ·         Gathering information from customers efficiently ·         Asking the right probing questions to understand the issue ·         Documenting complaints accurately for resolution tracking   Module 5: Resolving Complaints Over the Phone ·       Structuring a phone conversation for complaint resolution o   Greeting, listening, offering solutions, and closing ·       Handling verbal abuse or inappropriate language professionally ·       Following up with customers to ensure satisfaction

  Day 2: 9.00am - 5.00pm   Module 1: Advanced Conflict Resolution Skills ·         Identifying the root cause of recurring complaints ·         Problem-solving techniques for resolving complex issues ·         How to offer alternatives without frustrating the customer   Module 2: Managing Difficult Situations in Person ·         Reading non-verbal cues during face-to-face interactions ·         Using empathy and acknowledgment to ease complaints ·         Handling public complaints or group situations diplomatically   Module 3: Building Resilience in Challenging Scenarios ·         Stress management for customer-facing roles ·         Turning negative interactions into learning opportunities ·         Recognizing when to involve a supervisor or escalate the issue   Module 4: Turning Complaints into Opportunities ·         Using feedback from complaints to improve products/services ·         Training customers to use products/services effectively ·         Creating positive customer experiences post-resolution

   

  ** Certificate of attendance will be awarded for those who completed the course

   

  ABOUT THE FACILITATOR

  DR. ANGELINE

  PHD in Behavioural Economics | NUS

  Bachelor of Software Engineering (Hons), University of Staffordshire

  Certified Ethical Hacker (CEH)

  Computer Hacking Forensic Investigator (CHFI)

  HRD Corp certified

   

  Dr. Angeline is a highly respected international speaker, entrepreneur, and sales leader specializing in the complex business-to-business (B2B) sale sharing her fresh sales strategies, she helps salespeople to speed up new customer acquisition and win bigger contracts. Her clients include numerous GLC and MNC firms. She is also a founder and managing partner of four businesses in multiple industries.

   

  Throughout her career, Angeline has helped people in a wide variety of industries and markets think through and overcome their biggest business challenges. Her greatest strength is in getting others to build consensus around what must change, and identify the resources within themselves that will drive positive results through sales strategies, Angeline is a trust builder who focuses on leading transformational conversations, those that create and sustain relationships of value. She is a natural mentor who brings the business acumen, situational knowledge, and experience to each engagement, and lays a solid foundation for future growth. 

   

  Thought Leader

  As a business-to-business sales expert, Angeline’s ideas and insights are ubiquitous in multiple forums, conferences, training and consultancy both on and offline.

  Widely read. Angeline’s newsletters are read by 100,000+ sellers worldwide.  

   

  (SBL Khas / HRD Corp Claimable Course)

  TRAINING FEE
  14 hours Remote Online Training (Via Zoom) RM 1,296.00/pax     (excluded 8% SST)	2 days Face-to-Face Training (Physical Training at Hotel) RM 1,900.00/pax     (excluded 8% SST)
  Group Registration: Register 3 participants from the same organization, the 4th participant is FREE. (Buy 3 Get 1 Free) if Register before 30 Jun 2025. Please act fast to grab your favourite training program!

    

  We hope you find it informative and interesting and we look forward to seeing you soon.

  Please act fast to grab your favorite training program! Please call 012-588 2728

  or email to pearl-otc@outlook.com

   

  Do forward this email to all your friends and colleagues who might be interested to attend these programs

   

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  ---

  by "pearl@otcmsb.com.my" <pearl@otcmsb.com.my> - 07:43 - 10 Apr 2025

• Street Light and Solar System Products from Autex

  Hi info,

  I’m very glad to write to you! This is fliy from Autex. From the internet, we know that your company has business in street light and solar system. We’re a manufactuer of the two lines in China 

  We have been in this field for many years with rich experience in international projects and export, good quality abd professional R&D team. 

  If you are interested in our products, please kindly return this email. If you need the price to compare with your partners.
  Always here to assist you.

  Yours sincerely

  

  ---

  by "fliy" <fliy@autexsolartechltd.com> - 04:50 - 10 Apr 2025

• They turned OFA on its head! You gotta see this!

  And Russell made a small bet with Trey…

  Hoping you got my email on Tuesday… Something BIG is coming!   Russell is serious about this because apparently he and Trey have a friendly little competition (...and possibly wager) going on with this OFA!    They want to see who’s team can earn the most $$$ in 30 days! Haha!!     So, who’s team will you be on?    Expert Or Ecom - Which OFA Track Is Right For You? (Starts Next Monday) >>   Maybe it’s because he burned OFA down and built it again from the ground up…    Or maybe it’s their friendly little competition…    But I’ve never seen him dialed in like this to help Funnel Hackers…    They completely revamped the One Funnel Away Challenge, and Russell and Trey are going all in for the students that pick “their” path!     What that means is… You’re not only getting incredible content, strategies, and funnels… You’re going to get the absolute best training and coaching possible with this “new” OFA format!    Russell is kicking it off Monday!  Yea… That’s just a few days away!    If you haven’t signed up yet, do yourself a favor and SIGN UP NOW!   (And don’t forget… It’s 100% FREE this time!)   Expert Or Ecom - Which OFA Track Is Right For You? (Starts Next Monday) >> With this new OFA that Russell created… The possibilities are limitless for you!    Imagine where you could be 30 days from now if you really buckle down on this and try.    Be honest… A lot of us “say” we’re trying… But have you really been trying?  What would happen if you really, truly TRIED for 30 days??    Like… went 110% for 30 days… What would happen?    Now’s your chance!    Expert Or Ecom - Which OFA Track Is Right For You? (Starts Next Monday) >>   Hope to see you there!   Todd Dickerson © Etison LLC    By reading this, you agree to all of the following: You understand this to be an expression of opinions and not professional advice. You are solely responsible for the use of any content and hold Etison LLC and all members and affiliates harmless in any event or claim.   If you purchase anything through a link in this email, you should assume that we have an affiliate relationship with the company providing the product or service that you purchase, and that we will be paid in some way. We recommend that you do your own independent research before purchasing anything.   Copyright © 2018+ Etison LLC. All Rights Reserved.   To make sure you keep getting these emails, please add us to your address book or whitelist us.  If you don't want to receive any other emails, click on the unsubscribe link below.   Questions? Here's our Support and Terms

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• OOP Design Patterns and Anti-Patterns: What Works and What Fails

  OOP Design Patterns and Anti-Patterns: What Works and What Fails

  

  Writing clean, maintainable, and scalable code sounds easy as a requirement, but is a constant challenge when developing real-world applications.

  ͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­

  	Forwarded this email? Subscribe here for more Latest articles If you’re not a subscriber, here’s what you missed this month. The Art of REST API Design: Idempotency, Pagination, and Security Mastering OOP Fundamentals with SOLID Principles Monolith vs Microservices vs Modular Monoliths: What's the Right Choice API Protocols 101: A Guide to Choose the Right One Dark Side of Distributed Systems: Latency and Partition Tolerance To receive all the full articles and support ByteByteGo, consider subscribing: Upgrade to paid OOP Design Patterns and Anti-Patterns: What Works and What Fails ByteByteGo Apr 10 ∙ Preview   READ IN APP   Writing clean, maintainable, and scalable code sounds easy as a requirement, but is a constant challenge when developing real-world applications.  As projects grow, the task becomes more complex. One way to simplify it is by identifying recurring design problems, which can be solved using appropriate design patterns. Design patterns are proven, reusable solutions to common software design problems. They provide best practices and structured approaches for solving recurring challenges. These patterns are not concrete implementations but templates or guidelines that can be adapted to specific use cases. But what makes design patterns important? Here are a few basic reasons: Patterns often encourage modular and reusable code. Well-structured designs make the codebase easier to understand, modify, and extend. Patterns allow new features to be added without major rewrites. Design patterns provide a common vocabulary for discussing software architecture, improving collaboration among developers. However, anti-patterns also exist. They are often bad practices that lead to unmaintainable, inefficient, and overly complex code. From a developer’s perspective, understanding both design patterns and anti-patterns is essential for writing high-quality software. Knowing design patterns helps developers apply the right solutions to common problems while recognizing anti-patterns allows them to avoid common mistakes that lead to bad architecture. In this article, we’ll first look at the most popular OOP Design Patterns. Then, we will also investigate the common anti-patterns that should be avoided. Popular OOP Design Patterns... Continue reading this post for free in the Substack app Claim my free post Or upgrade your subscription. Upgrade to paid   Like Comment Restack   © 2025 ByteByteGo 548 Market Street PMB 72296, San Francisco, CA 94104 Unsubscribe

  

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  by "ByteByteGo" <bytebytego@substack.com> - 11:36 - 10 Apr 2025

• 2025 World Procurement Congress

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  by "raquel murillo" <raquel.murillo@optimaglobsol.com> - 07:46 - 10 Apr 2025

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• How women can succeed at work

  On McKinsey Perspectives

  3 smart career moves ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  DELIVERING ACTIONABLE INSIGHTS ON THE DAY’S NEWS Brought to you by Alex Panas, global leader of industries, & Axel Karlsson, global leader of functional practices and growth platforms Welcome to the latest edition of Only McKinsey Perspectives. We hope you find our insights useful. Let us know what you think at Alex_Panas@McKinsey.com and Axel_Karlsson@McKinsey.com. —Alex and Axel Winning at work In the news • The art of asking questions. How can women pose the kinds of queries that propel their career growth? As one Harvard Business School expert reveals, research finds that women would much rather ask questions in intimate, one-on-one settings, where the risks of judgment or shame may feel lower, than speak in front of large audiences. To get more comfortable asking leaders questions, women can consider pulling someone aside before or after a major meeting. Another helpful strategy is to ask follow-up questions, a habit that few people tend to practice. [HBR] • What working women want. US women look for employers that provide job security and leaders who clearly explain their decisions and support mental and physical health, according to a new study. As Newsweek reports, the research—which included about 215,000 interviews with women workers—found that a smaller share of US women than men endorse their employers. Surveying women about their workplace experiences can help companies better meet their needs, one psychologist says. [Newsweek] “In the US, women are 50% more likely to be in a job that will likely be eliminated in the next five to ten years.” On McKinsey.com • Fewer advancement opportunities. If career advancement were a ladder, many women find that the first rung is broken. That’s what McKinsey Senior Partners Kweilin Ellingrud, Lareina Yee, and María del Mar Martínez—authors of the new book The Broken Rung—reveal in a recent episode of The McKinsey Podcast. Although about half of corporate America’s entry-level employees are women, only 81 of them are promoted to a manager role for every 100 men who are offered that same opportunity. • Transcending the broken rung. Women of color can find it even more difficult to advance. For every 100 men who get that well-earned opportunity to be promoted, only 65 Latinas and 54 Black women make that first step up to manager, Ellingrud explains. But women who build on-the-job wisdom, knowledge, and experience are better positioned for career growth, regardless of their background. Discover three things that women can do now—such as developing technology and entrepreneurial skills—to accelerate their careers. Elevate your job prospects —Edited by Belinda Yu, editor, Atlanta Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad, or Android. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Only McKinsey Perspectives newsletter, formerly known as Only McKinsey. Manage subscriptions | Unsubscribe Copyright © 2025 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "Only McKinsey Perspectives" <publishing@email.mckinsey.com> - 01:05 - 10 Apr 2025

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• Customized Promotional Gift Solutions

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• Where the economic action will be

  Re:think

  The growth industries of tomorrow  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  FRESH TAKES ON BIG IDEAS ON THE ARENAS OF COMPETITION How to identify the growth industries of tomorrow Chris Bradley In 2005, the top ten global companies averaged about $250 billion in market cap. They belonged to a very traditional, very old set of industries, such as oil and gas, pharmaceuticals, retailing, and banking. There was just one software company on the list: Microsoft. Today, nine of these companies are no longer on the top ten list, and the companies that replaced them are from a very different set of industries. By 2023, these firms were eight times bigger than those they replaced. Looking back, it seems that something almost magical was happening. Research by the McKinsey Global Institute shows that these new top industries sprang from a remarkably small number of crucibles, which we call “arenas of competition.” Arenas are where the action is in the business world. Two main characteristics define them: They account for an outsize share of economic growth, and market shares of companies within them change to an outsize degree—a metric we call “dynamism.”  Using these two main criteria, we first identified 12 arenas of today, which arose between 2005 and 2020. They include industries such as consumer internet, software, semiconductors, and video and audio entertainment. These industries became epicenters of growth, largely driven by digital and silicon innovations that spurred enormous new technology races. In that 15-year period, arenas grew their revenues at a CAGR of 10 percent, two and a half times faster than nonarenas, which grew at just 4 percent. In addition, the market caps of today’s arenas grew at a 16 percent CAGR, almost three times faster than nonarenas. Arenas also tripled their global GDP share to 9 percent, from 3 percent, in that period. They generated just 9 percent of our sample’s economic profit in 2005, but by 2019, they accounted for 49 percent.   So the differences between arenas and nonarenas are dramatic. To borrow an analogy from Harry Potter, arenas are like wizards, while normal industries are like muggles. Arenas, like wizards, operate with slightly different rules than muggles and make their own magic. Arenas improve their capabilities by escalating investment in R&D. So if I check the six Big Tech companies today, they are spending over $400 billion a year on capital expenditures and R&D. To put that in context, the Apollo space program, in today’s dollars, was about $190 billion. “The 12 arenas of today tripled their share of GDP growth to 9 percent, from 3 percent.” In arenas, greater spending on R&D also drives industry shakeouts and hyperscaled global structures. Arenas also earn far greater profits than other industries do, spawn a disproportionate number of global giants, and offer unusually strong opportunities for new entrants to become powerhouses. This is where the wizardry comes in. Technology breakthroughs make possible what we call an “arena-creation potion,” which enables the escalatory mode of competition that characterizes arenas. The potion has three ingredients: a reset of the technology platform, a huge incentive to escalate investments that improve quality and often have increasing returns to scale, and the presence of a large, addressable market. The magic happens when you get these three ingredients right, leading to escalatory competition among companies that make large investments to gain both market share and higher product quality.   We used the three elements of the potion to try to peer into the future and spot arenas that could plausibly emerge between now and 2040. We identified 18, which could account for one-third of all economic growth going forward. They include AI, space, obesity drugs, and nuclear fission, to name a few. Together, they could yield $29 trillion to $48 trillion in revenues and $2 trillion to $6 trillion in profits by 2040. Furthermore, in terms of impact on the economy, we estimate that they could grow from about 4 percent of GDP in 2022 to 10 to 16 percent by 2040. This translates to an 18 to 34 percent share of total GDP growth. A key takeaway for business leaders and investors is that you’re either competing with an arena, attacked by an arena, or in an arena. Even though arenas are a small part of the economy, they drive so much of its growth and dynamism that their reach is felt everywhere. Amazon, for example, touches cloud, AI, and video—but also advertising and logistics.   It’s also important to bear in mind what we call the “shuffle rate,” or the churn of market share within an arena. Back in 2005, one-third of the market cap we have today consisted of tiny competitors or companies that didn’t yet exist. So arenas are places where new competitors will emerge and new players will step in. It’s like winning a gold medal. In these arenas, winning a gold medal really, really, really matters—but it’s not a gold medal for life. The Olympics come around every four years, and companies have to keep earning that gold medal. It’s that incessant competition that drives the rate of innovation. Share Chris Bradley’s insights ABOUT THIS AUTHOR Chris Bradley is a director of the McKinsey Global Institute and a senior partner in McKinsey’s Sydney office. MORE FROM THIS AUTHOR Dependency and depopulation? Confronting the consequences of a new demographic reality Exploring the implications of a new demographic reality brought on by falling fertility and increasing longevity. More  Pixels of Progress: A granular look at human development around the world Our world is big and complex, but human progress is still about life on the ground, up close and in detail. More  UP NEXT Jill Zucker on profitable growth Leaders who want their companies to grow profitably should not just optimize their core business but also explore adjacencies and new ventures. Success requires courage and long-term investment. Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Quarterly alert list. 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  by "McKinsey Quarterly" <publishing@email.mckinsey.com> - 01:06 - 9 Apr 2025

• EMB SPOT - Patches at an exciting price

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• Did you include OCM in your transformation? 

  Did you include OCM in your transformation? 

  Wanted to check in to see how your transformation is going and pass along our Guide to Change Management. 

  Hi MD Abul, I'm reaching out as we just published our new Guide to Organization Change Management white paper and I wanted to get your feedback on it! Change management is one of the leading cause of implementation failure, and my team and I am working to buck that trend. This resource includes a variety of proven strategies that will ensure that your digital transformation is as set-up for success.  I am curious if you have, or plan to, include OCM within your transformation? If can be hard to understand the impact of change management until it's too late, which is why it's so important to provide a business case for change within your overall strategies.  Do you have any thoughts or questions about how to integrate organization design or change strategies? Or need some support explaining the value to your organization? Please feel free to reach out to me directly. I am happy to be an informal sounding board for you and your team.  Looking forward to connecting! Best regards, Eric Kimberling  CEO and Founder +1-720-837-3604 www.ThirdStage-Consulting.com Some additional information in one line Third Stage Consulting   384 Inverness Pkwy Suite    Englewood  Colorado       You received this email because you are subscribed to Our Blog Subscription from Third Stage Consulting . Update your email preferences to choose the types of emails you receive.  Unsubscribe from all future emails

  

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  by "Eric Kimberling" <eric.kimberling@thirdstage-consulting.com> - 10:49 - 9 Apr 2025

• ▶️ Celebrity Keynote Speaker Announced! 

  

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