Essay --

Mekanism is a San francisco-based creative digital agency that is founded in 2000 by Tommy Means. Mekanism is derived from a company named Complete Pandemonium. Means saw a big opportunity of the internet for a great media platform that was not being deployed and silent by people and company back in 2000. Means started to grow his view to an independent integrated creative production studio to develop the brand content outside traditional marketing communication channels. Means aimed the mission to place the web media at the center of all advertising, and to make marketing more(prenominal) effective among all the other platforms. Immediately the agency was founded as an independent entity, he added three partners. Pete Caban as a head of digital, Ian Kovalic as an executive creative director, and Jason Harris as an executive producer. Pete Caban leads technology development, new media initiatives and business operations. Focusing mainly on projects surrounding emerging content pl atforms, Caban directs the technical development of Mekanisms customer campaigns by leveraging the industrys latest innovations to deliver targeted content to the widest base. Ian Kovalic brings an artistic and creative background in design, interactive and animated storytelling. As executive creative director, he oversees most of the design execution across commercial, web and branded entertainment. Jason Harris leads the strategy and production of branded entertainment campaigns. His core focus is upbringing Mekanisms position as the premiere storyteller for emerging media. Harris represents a unique mix of strategy, management and production expertise. He works attentively with brands to table service make hit content, develop community platforms, and enhance reach a... ...Super bowl, Mekanism continued engagement with the audience, with the contests where hundreds of thousands additional fans came to watch the spot frame by frame and extend for planted easter eggs. Average times on Pepsi.com was unbelievable, 4 minutes and 35 seconds. The program garnered press eventually every outlet from USATODAY, to the New York quantify to the Today Show. Through paid, owned , and earned media, it received over 5.5 billion impressions. In the end, Mekanism created a Fan-made film that looked stunning, and delivered on the creativity and passion of its audience which generated bombilate long before and after the Super Bowl. But most importantly, Makanism amplified the voice of the now generation, and Pepsi put its marketing focus on the people who really matter, its consumers. http//youtu.be/a6YjAWU6_Qw

German Management System :: essays research papers

German management, as it has evolved over the centuries and has established itself since World War II, has a distinct style and culture. Like so many things German, it goes indorse to the medieval guild and merchant tradition, but it also has a sense of the future and of the long term. The German style of competition is rigorous but non ruinous. Although companies might compete for the same general market, as Daimler-Benz and BMW do, they generally seek market sh atomic number 18 rather than market domination. Many compete for a specialised niche. German companies despise price competition. Instead, they engage in what German managers describe as Leistungswettbewerb, competition on the basis of excellence in their mathematical products and services. They compete on a price basis only when it is necessary, as in the sale of bulk materials like chemicals or steel. The German manager concentrates intensely on dickens objectives product quality and product service. He wants his com pany to be the best, and he wants it to have the best products. The manager and his entire team are strongly product oriented, confident that a good product will sell itself. But the manager also places a high premium on customer satisfaction, and Germans are ready to style a product to suit a customers wishes. The watchwords for most German managers and companies are quality, responsiveness, dedication, and follow-up. Product orientation usually also means merchandise orientation. Most German managers, even at senior levels, know their production lines. They follow production methods closely and know their shop floors intimately. They cannot understand managers in the unite States who want only to see financial statements and "the bottom line" rather than inspect a plants production processes. A German manager turn overs deeply that a good-quality production line and a good-quality product will do more for the bottom line than anything else. Relations between German mana gers and workers are often close, because they believe that they are working together to create a good product. If there is a third objective beyond quality and service, it is cooperation--or at least coordination--with government. German industry works closely with government. German management is sensitive to government standards, government policies, and government regulations. Virtually all German products are subject to norms--the German Industrial Norms (Deutsche Industrie Normen--DIN)--established through consultation between industry and government but with strong inputs from the management associations, chambers of commerce, and trade unions. As a result of these practices, the creation of private initiative operating within a public framework lies firmly imbedded in the consciousness of German managers.