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Ritz or JW in Cancun?
JPMorgan Chase recently introduced a policy change to increase the notice period to 60 days. I'm a 602 and resigned recently and yet my LWD is showing up as 30 days from now. Anyone recently resigned can confirm if they are facing the same or new policy is in effect. This is causing confusion with the next companies I'm interviewing with.
Hi guys,
I have experience of 5 yrs in sap mm functional area.my current salary is 9.5 lpa at Capgemini.What can I expect from PWC.Currently I have offer of 18.75 where 15.5 is fixed(I don't want to join this company).
My pwc hr told max ther can give 15 fixed.Should I take pwc offer of 15 fixed?
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When it adds value while reinforcing the larger brand.
The answer really depends upon the specifics of the parent and child brand identities and goals. I’ve seen situations where every child brand stood on its own and had no connection to the parent brand. This is the classic Procter & Gamble approach. I’ve seen situations where each child brand had to have a strong connection to the parent brand. Example: Courtyard by Marriott. I’ve even run into two situations where we created something that I called “binary brands.” Brands that revolve around each other, and contribute to each other‘s orbit, but neither one is more or less important in the marketplace. This is rather rare but it does happen.
This is a hard one. Adding brands in the hopes of creating simplicity doesn't't always work out in the end.
I'm not sure what the current architecture is for the health system - which would greatly influence this answer. Here's a start:
But would the new brand represent something truly different than the parent? Is there enough teeth / independent value for it to be known, loved and understood by customers? So you have the resources to build and support a new brand right now?
If "yes" to these, then the answer is "maybe"
Mentor
Part of my fear is adding brands actually adds complexity:
-harder to produce content and enforce standards efficiently.
-harder to achieve awareness and educate the audience on what it is.
Many of the programs probably do have a good case that what they offer is outside the typical scope of a hospital, but it seems their eyes are bigger than their stomach when they decide to spin up their own brand.
When you need to separate that portion of the org from the parent brand continually, not just as a reference but as an entity beyond the parent organization or when they do something beyond the scope of the parent brands offering.