KOMUNIKASI PEMASARAN LAYANAN VIDEO STREAMING DAN ON DEMAND MNC GROUP (STUDI KASUS: APLIKASI RCTI+)

Current TV and video viewing patterns have changed. Viewers were not completely fixated by broadcast hours and broadcast times. In the internet era, people can watch TV anytime and anywhere. Besides, we do not necessarily watch TV shows from the TV set but our smartphone or laptop gadget. Video streaming services are now increasingly popular in various circles because it can be accessed quickly, anytime, and anywhere. As a significant media business in Indonesia, MNC Group is widening its market presence by launching RCTI+ to gain a large share in digital advertising. To complement its already strong FTA position, RCTI+, a multi-application, including the streaming TV and Video on Demand service, is expected to be Indonesia's most extensive streaming service. How marketing communication in the digitization process since MNC Media must reach a new audience is the digital audience. This article will examine how MNC Media conducts communication marketing in the digitization process in its television business by building RCTI+ to reach its new audiences or digital audiences. This paper used the Descriptive Qualitative method, and this research collects data by interviewing the Chief Operating Officer and Dept. Head of Promotion RCTI+, conducting literature and document studies. Based on the research results, RCTI+ integrates its promotional pillars acquisition and retention, running simultaneously to harmonize its marketing communication. RCTI+ strives to build a brand and profitable relationships with customers through these two pillars to create brand equity.

Association of women leaders in the C-suite with hospital performance

BackgroundWomen comprise 50% of the healthcare workforce, but only about 25% of senior leadership positions in the USA. No studies to our knowledge have investigated the performance of hospitals led by women versus those led by men to evaluate the potential explanation that the inequity reflects appropriate selection due to skill or performance differences.MethodsWe conducted a descriptive analysis of the gender composition of hospital senior leadership (C-suite) teams and cross-sectional, regression-based analyses of the relationship between gender composition, hospital characteristics (eg, location, size, ownership), and financial, clinical, safety, patient experience and innovation performance metrics using 2018 data for US adult medical/surgical hospitals with >200 beds. C-suite positions examined included chief executive officer (CEO), chief financial officer (CFO) and chief operating officer (COO). Gender was obtained from hospital web pages and LinkedIn. Hospital characteristics and performance were obtained from American Hospital Directory, American Hospital Association Annual Hospital Survey, Healthcare Cost Report Information System and Hospital Consumer Assessment of Healthcare Providers and Systems surveys.ResultsOf the 526 hospitals studied, 22% had a woman CEO, 26% a woman CFO and 36% a woman COO. While 55% had at least one woman in the C-suite, only 15.6% had more than one. Of the 1362 individuals who held one of the three C-suite positions, 378 were women (27%). Hospital performance on 27 of 28 measures (p>0.05) was similar between women and men-led hospitals. Hospitals with a woman CEO performed significantly better than men-led hospitals on one financial metric, days in accounts receivable (p=0.04).ConclusionHospitals with women in the C-suite have comparable performance to those without, yet inequity in the gender distribution of leaders remains. Barriers to women’s advancement should be recognised and efforts made to rectify this inequity, rather than underusing an equally skilled pool of potential women leaders.

Cybersecurity Leaders: Knowledge Driving Human Capital Development

Cybersecurity leaders must be able to use critical reading and thinking skills, exercise judgment when policies are not distinct and precise, and have the knowledge, skills, and abilities to tailor technical and planning data to diverse customers’ levels of understanding. Ninety-three percent of cybersecurity leaders do not report directly to the chief operating officer. While status differences influence interactions amid groups, attackers are smarter. With the aim of protecting organizations and reducing risk, knowledge about security must increase. Understanding voids are costly and increased breach chances are imminent. Burning questions exist. What are needed technological learnings for cybersecurity leaders to become smarter and remain ahead of attackers? How might these technologies hasten the understanding of the ‘what,’ ‘how,’ and ‘why’ reasons and key drivers for organizational behaviors. This article offers comparative analyses for cybersecurity leaders to engage in the questioning of practices, scrutinize entrenched assumptions about technology, customary practices, and query technology’s outputs by pursuing to comprehend all assumptions that could influence operations. Because understanding continues to rely upon progressively multifaceted epistemic technologies, outcomes of the research suggest that the salience of status distinctions is of central significance to the development of ongoing and proactive technological learning and up scaling solutions.

The Implementation of Strategic Threat Intelligence for Business Organization

Nowadays strategic threat intelligence is very important to all the organization. Strategic cyber threat intelligence can determine who and why to provide key insights to the organization. It purpose is to determine who is behind a particular threat or threat family and addressing to evolving trends. The strategic level of cyber threat intelligence also included and explains about why. Why makes a company or an organization a target? Strategic Threat Intelligence offer the overview of the threat status of the organization. Therefore, the C-Suite include chief executive officer (CEO), chief financial officer (CFO), chief operating officer (COO) and chief information officer (CIO) of the organization use cyber threat intelligence data to understand the high-level trends and threats to the company or the organization. The C-Suite of the organization also need to know how to implement the strategic threat intelligence to prevent unexpected things happen. This research paper aims to discuss about the importance of the strategic threat intelligence to the company or organization and how to implement it. After knowing and understanding the implementation of strategic threat intelligence to the company or organization, this research paper also will discuss about the when of using strategic threat intelligence. The issue and challenges is also discussed in the article.

A New Recipe for Friction-Reducer Suppliers: Polymer Plus Frac Water, Minus the Cost

The argument for making friction reducer on site is simple: only one truck is required to deliver dry polymer vs. three loads required for the same amount of liquid additive. For Downhole Chemical Solutions (DCS), reducing the number of trips and the amount of chemicals needed to create a stable liquid by mixing it as needed on site reduces the average cost of a gallon of friction reducer by around 30%, said Mark Van Domelen, vice president of technology for DCS. “The business is very cutthroat and competitive on the pricing of polyacrylamide. We can reduce the cost further on friction reducer,” using dry polymer, he said. Polyacrylamide is generally described as the key component in friction reducers. Suppliers also add some ingredients to create a stable liquid and others that are supposed to improve performance. When DCS delivers dry polymer to a well pad to mix it on-site, the only other ingredient is water provided by the customer. It has been a winning strategy change for the private company; it has grown rapidly, even during last year’s slump. DCS increased the number of mixing units from one to 16, and dry polymer sales have grown from 10% to 90%, Van Domelen said. One of the company’s customers is John Blevins, the chief operating officer for Houston-based Hibernia Resources III and an early adopter who was a lead author of a paper on making friction reducer on site while fracturing (SPE 204176). Blevin, who uses the words “friction reducer” and “polymer” interchangeably, is the rare C-level executive who likes to manage operations from a frac van at a company that normally completes one pad at a time. The polymer is polyacrylamide. When Blevin works with DCS on a well, he purchases it directly from one of the few chemical companies that will produce the polymer based on his specifications. The price on the DCS invoice will be a price per pound that covers the cost of the polymer and the service. At Hibernia, a small private-equity and employee-owned company, there is a powerful incentive to pay close attention to the details. “When we spend a nickel, that nickel is divided among us at some point in time. If we are efficiently frugal, we are going to be better off in the long run,” Blevins said. The paper, which was presented at the Unconventional Resources Technology Conference (URTeC), included a chart showing stage-by-stage costs, with the average cost for dry stages ranging from 27% to 31% lower than similar stages that were fractured using liquids. The simplicity of the mix is a plus for Blevins whose company is especially focused on how chemicals are likely to react downhole. “We did a 6-month study before we pumped anything in the ground to make sure we had the right combination” of fracturing additives, he said. “We do study nearly every well and every landing zone to ensure the chemicals used are compatible.”

Role for Graduate Medical Education in the Response to COVID-19 Pandemic in Southeast Michigan Community Health Care System

On March 10, 2020, the State of Michigan reported its first case of severe acute respiratory syndrome due to coronavirus disease 2019, which was admitted to Ascension Providence Hospital (APH). Michigan was the third most affected state in March 2020. To address the pandemic, Department of Graduate Medical Education joined the incident command team which consisted of APH leaders (Accreditation Council for Graduate Medical Education Designated Institutional Official, the Chief Medical Officer as commander, Chief Operating Officer, Chief of Logistics, Chief Nursing Officer, representatives from the medical and surgical sections, laboratory, finance, infection control, and occupational health). The team initiated the “crisis capacity surge plan” that was focused on patient care and led mainly by our trainee. In this correspondence we share our successful experience and provide our recommendation on how GME can navigate pandemic crisis.

PENGANTAR ANTROPOLOGI GIZI

Buku pegangan ini merupakan hasil dari kerja kolaboratif yang intens. Pertama dan terutama, kami berterima kasih kepada Pemerintah Indonesia melalui Departemen Pendidikan Nasional atas dukungan pendanaannya. Kami berterima kasih atas bimbingan dan dukungan dari Direktur kami DR. Ratna Sitompul, MD, SpM(K) dan Chief Operating Officer Endang I., Achadi, MD, MPH, DrPH. Kami juga berterima kasih kepada semua pihak yang telah berkontribusi besar dalam pengembangan dan peninjauan buku pegangan ini. Mereka adalah Airin Roshita (dosen di SEAMEOTROPMED RCCN), Umi Fahmida (dosen di SEAMEO-TROPMED RCCN), Duma O. Fransisca (kunsultan individu yang bekerja di bidang nutsisi dan kesehatan), Ahmad Fedyani Saifuddin (profesor antropologi, Jurusan Antropologi, Fakultas Ilmu Sosial dan Politik, Universitas Indonesia), Risang Rimbatmaja (peneliti yang menginspirasi dalam penggunaan metode penelitian kualitatif dan metode penelitian lainnya), dan yang terakhir namun tak kalah penting, konsultan eksternal kami Anita V. Shankar (antropolog medis dari Johns Hopkins University, Boston, AS). Kami juga ingin mengucapkan terima kasih kepada kolega kami yang telah bekerja "di belakang layar" untuk pengembangan buku pegangan ini, terutama kepada Rindrawati untuk format pengeditan dan Achmad Tjatju Djayanto untuk pengaturan tata letak. Ucapan terima kasih yang tulus juga ditujukan kepada Tim Keuangan (Pak Budhi, pak Jatmiko, Monic, yut, Relita dkk) yang telah berhasil mengatur semua pekerjaan administrasi untuk masalah keuangan

African leadership university: implementation strategies for innovative mass higher education

Learning outcomes After studying this case, students should be able to: explain how strategic management relates to the areas of innovation, operations, technology, entrepreneurship and emerging markets; analyse strategy implementation and execution at the operational level, in contrast to strategy formulation at the strategic mission, values and vision level; discuss innovation, entrepreneurship and new technologies in emerging markets; and assess the impact of technology-driven entrepreneurship on significant socio-economic change that is on transformational entrepreneurship, in emerging markets. Case overview/synopsis This case outlines key global challenges facing higher education in the African context. It discusses the African Leadership University (ALU) as an innovative higher education institution, including its origins, establishment, strategy and purpose, curriculum, technology and operations, student support network and funding. It also describes ALU’s ongoing challenges and future prospects. ALU was launched in 2015 by Fred Swaniker, founder and chief executive officer and Khurram Masood, co-founder and chief operating officer. ALU’s vision was to transform Africa by developing and connecting three million high-calibre, ethical and entrepreneurial leaders by 2035. In August 2019, Swaniker and Masood considered how to ensure ALU’s sustainability and its vision. They had already changed ALU’s operational strategy by establishing micro-campuses instead of universities to scale rapidly and avoid regulatory barriers. However, would that be enough to uphold ALU’s vision for 2035? Complexity academic level This case is appropriate for postgraduate-level academic programmes and executive education programmes in management. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 11: Strategy.