Buy4Now Technology Group is a Software as a Service (SaaS) eCommerce company that is focused on building end to end solutions in the online shopping space. Buy4now has a rich platform to implement end to end eCommerce. This includes:
- Integration with Merchandising systems such as SAP/Retek/Gold/Retalix
- Shop4Now - Ecommerce Store Framework
- Fulfilment – In store picking using Win Mobile handhelds
- Help4Now – Customer Service software
- Reporting – Full suite of reports
- Email and SMS - Campaign management
- Mobile Development for iPhone/Android/Blackberry.
We work with leading retailers such as Superquinn, Eircom, Roche Bros (USA), Musgrave Group and 3 Mobile to map their enterprise requirements onto our platform. Buy4Now is a Microsoft Partner. We currently employ 70 people (23 developers) in our Sandyford Office.
The candidate will have no problem in climbing learning curves and will be a self starter with good initiative. Full training and Microsoft Certification provided.
Our working environment is collegiate and supporting. Please visit www.buy4now.com for a full overview of the company.
The intern will gain practical experience in the efficient running of a busy IFI Marketing Department with a focus on database management, target marketing and media monitoring. The intern will receive formal/informal training in the following: Working on a database strategy for the IFI; Developing categories of interest for all entries for target marketing; Identifying specific target groups for IFI Events and activities; Building targeted interest group lists; Media monitoring and reporting; Assisting in a marketing research strategy for IFI; and inputting, analysing and reporting on statistics. On completion the intern will have attained skills in various aspects of the marketing and communications activities within one of Ireland s foremost cultural organisations.
Skills Requirements An interest in Marketing and Communications would be beneficial. High level or organisation and attention to detail required and candidate must be computer literate. A passion for film and the arts also required.
Please Note: This is an Internship. An allowance of €50 per week will be paid in addition to your current Social Welfare payment.See eligibility criteria above.
Department Marketing &Communications
Mentor The Organisation will assign a mentor to support you during the Internship.
Duration 9 Months
Number of Positions 1
Contract Type Other
Days, Hours & Start Date Days per week: To be Advised
Hours per day: Not specified
Hours per week: 35
Start Date: TBC
Experience Required: No Experience Required
To apply send CV and letter of interest to: firstname.lastname@example.org
Dublin Fringe Festival is a multi-disciplinary and wholly curated festival and year-round organisation focusing on new and innovative approaches to the arts. Dublin Fringe Festival supports the development and presentation of new work by Irish and International artists of vision, nurturing artistic ambition and excellence across a range of art forms. An active curator, Dublin Fringe Festival provides an environment in which participating artists challenge, subvert and invigorate their disciplines and practice. The Festival also operates FRINGE LAB, offering practical and artistic support to both emerging and established artists, which is pivotal in shaping the work of a new generation of Irish performing artists, amplifying their presence on the world stage.
The Festival Director is a hands-on role for a highly motivated, hardworking and ambitious individual with the desire to make Dublin Fringe Festival their own. They will be responsible for the artistic and administrative direction of the festival; overseeing all programming, finance, administration, fundraising, relationship management, and marketing. This work is supported by a core team of 4 full time staff, a number of part-time and seasonal positions and a voluntary board of directors.
This is an exciting opportunity to engage with an event that has an impressive reputation in Ireland as well as an ever-growing status abroad.
This position is a full time two year contract.
For a full job description and application instructions please see our website: www.fringefest.com/people/work-with-us
Closing Date for applications is Monday 20th May at 5pm.
Interviews will take place in Dublin, during the week commencing 3rd June.
Our client is a leading Irish Institution - a venerable one, steeped in tradition, yet one that has always been progressive in its communication strategies. This is a commercial organisation offering a wide range of managed services to businesses and individuals.
As they promote their products and brand through diverse communication channels, they are currently seeking an Events Manager to join their fast paced, forward thinking marketing team.
The successful candidate will be responsible for the delivery of all events, client entertainment and sponsorship initiatives.
- Together with the relevant business areas develop an event calendar which supports the business goals;
- To project manage agreed events and client entertainment initiatives on time, within budget and on brand;
- To research and support sponsorship ideas for the business in support of the brand positioning;
- Manage the events function with our client's Private Clients by setting a direction and standard of work practice;
- To attend and work at all agreed client entertainment initiatives and events;
- To manage the quality and costs of agreed client entertainment initiatives and events;
- To work effectively with the client facing and product/investment teams to ensure business objectives are achieved;
- To develop appropriate communications and signage requirements for client entertainment initiatives and events;
- To track and measure the effectiveness, efficiency and client satisfaction for all client entertainment initiatives and events and report on weekly Events Metrics;
- Understand and keep up-to-date on new trends and apply to client entertainment, sponsorship and event initiatives to continually improve effectiveness.
- 4-5 years experience in event management;
- Ability to manage and run a team;
- Highly organised individual with an eye for detail;
- Experience in marketing communications and copy writing;
- Experience in Adobe InDesign is desirable;
- Experience with CRM Systems is desirable;
- Effective prioritisation and monitoring skills;
- Fast implementation of campaigns to meet business objectives within budget and tight time constraints;
- Ability to work under own initiative to strict deadlines;
- Ability to multitask;
- The ability to work efficiently in a large complex business environment;
- Excellent communications skills - customer focus (internal & external);
- Flexible, creative and enthusiastic - team player;
- Excellent PC skills in Microsoft Office;
- Persuasive, enthusiastic, outgoing nature.
The Program Manager will join the Digital Customer Service Program team with the opportunity to be based in Dublin, who will manage the design and implementation of new Customer Service operational processes, systems and tools to support the expansion of digital business models and Kindle products.
The successful candidate will be a key member of the Digital/Kindle CS team which is responsible for driving high-visibility; Customer Service programs that directly impact the customer experience and facilitate the expansion of Amazon’s digital eco-system.
The ideal candidate will have experience working with cross functional development teams as well as Project/Program management experience and will own and execute complex projects and drive key operational process improvement activities.
You will be comfortable in a fast-paced multi-tasked environment, with the ability to drive the program’s direction and roadmap, collaborate with business and development teams across the company to ensure a world class customer service experience, and manage all aspects of the project execution.
· Scoping and delivering large projects end-to-end.
· Responsibilities include collection of business and systems requirements from internal and external customers, writing specifications, driving project schedules from design to release, and managing the production launch
· Lead and coordinate design/implementation efforts. You will be expected to make appropriate tradeoffs to optimize time-to- market, clearly communicate goals, roles, responsibilities, and desired outcomes to internal cross-functional and remote project teams.
· Defines functional requirements and specifications, high level processes and system solutions.
· Liaise with all departments to ensure relevant areas are engaged in time to develop deliverables within their area to support Project Initiatives.
· Develop a working project plan for each new launch to track milestones, deliverables and deadlines.
· Liaise closely with Kindle/Digital Business teams to define and drive the technical changes for new projects.
· Works with external business partners to ensure shared services are aligned and that the highest quality customer service is maintained and is consistent with Amazon’s Core values.
· Creates intuitive internal process flows and systems for use by large numbers of customer associates that are cost effective and integrate effortlessly into current processes and tools.
· Bachelor’s Degree in Computer Science; Business intelligence or a related discipline.
· Candidates must be able to think and act to meet the business needs.
· Sound business judgment, proven ability to influence others, and strong analytical thinking skills are critical to success in this position.
· Excellent written and oral communication skills including an ability to communicate with all levels in the organization (technical, business, executive).
· Ability to challenge the status quo, question existing practices, problem solve and formulate winning proposals for process change.
· Must be fluent in English and additional European languages would be advantageous.
· Ability to grasp complex system relationships and tools quickly.
· Advanced skills in MS Excel, MS PowerPoint, MS Project, SharePoint and VISIO.
· PMP, Prince or similar project management qualification
· 4 + years’ experience running complex cross functional initiatives
· Ability to translate complex functional requirements into detailed Technical specifications
· Experience in working with external business clients to develop inter-company processes and systems.
· Experience working with Consumer Electronics or Digital Product lines.
· Experience working with remote teams across multiple locations.
From tricked-out teepees to modern takes on s'mores, check out these decor and catering ideas for a glamorous camping-themed party.
There may not be any new hardware announced at Google I/O, but that doesn’t mean there won’t be any surprises. Multiple sources have told us that Google is going to bring Google+ into Google Apps as a back-end communications system, allowing you to talk to co-workers while simultaneously working on a document.
Sources say that as cloud-base collaboration is becoming more and more important, Google is looking to introduce Google Circles and other concepts like Google Hangouts to its Apps users. You can already use Google+ within Google Apps for Business as a collaboration and sharing tool, but it doesn’t extend into the apps themselves.
We are told that Google Talk would give way to a new kind of a “unified messaging” product where focus is less on voice and more on data and video. More details will arrive later: make sure andcheck out our live blog here for the official news when it arrives.
These new Google+ social features are a good way to help reinvent the enterprise apps. The company has already been making some changes Like checking for sharing permissions for a Google docs when you email a link to people), but we will see something bigger in a few hours.
A good application of Google+ would mean company wide circles which would in turn allow easy communication and sharing of docs. This would put them in competition with Yammer, HipChat and other such products.
A few days ago when hanging out with a friend, I got a chance to play around with HTC One, the newest and shiniest Android phone on the market (of course until it wasn’t when Sony launched its Xperia Z.) I was quite impressed by the build quality, the industrial design and the beauty of the device. Despite its supersize — I have normal people’s hands — it did feel like something I would want to buy, especially if I was picking amongst the ever increasing array of Android smartphones.
Maybe, I thought to myself, HTC was going to make a comeback. I mean, these were the guys who jumpstarted the Android smartphone ecosystem in partnership with Google and T-Mobile USA. These were the guys who innovated fast and even came up with their own skin for Android. They pushed the design and speed envelope. They had edgy marketing. They were the first movers and their early sales were red-hot.
And yet, when they spent $300 million on headphones maker Beats by Dre, it became obvious that this company was going to run into some stormy weather. Of course, it was an idea that didn’t go down well with many of its fans and its investors — HTC eventually sold back half its stake.
This (relatively) tiny Taiwanese company was going to get squeezed by cheaper Android phones on one end and Samsung on the other. In fact, as far back as 2010 we have argued that the real smartphone battle was going to be between Apple and Samsung. And when it comes to hardware, nothing really has changed. It is Apple vs Samsung.
According to Strategy Analytics, Samsung now accounts for about 95 percent of the total operating profits of the global Android business. During the first quarter of 2013, Samsung had an operating profit of $5.1 billion, while LG made $100 million and all other vendors (HTC, ZTE, Huawei, Sony and no-name brands) collectively made $100 million in operating (not net) profit.
It is hardly surprising to see that HTC is in trouble. A report in The Verge suggested that HTC’s chief product officer, Kouji Kodera, has left the company. The report also implied that other senior executives are leaving the company. The most recent high-profile bet — the HTC First, which was launched in partnership with Facebook — has been a flop and one wonders if the company really has the wherewithal, both intellectual and financial, to undertake such experiments.
I am not sure if people remember, but Motorola was another company that found itself on a Sysephian quest and eventually found a $12 billion bailout from Google. The trouble with the smaller Android players is that despite all the talk about a PC-like ecosystem of sourcing components and using others to assemble their products, it is fundamentally not true.
Apple has used all the billions in the bank to lock up supplies for processors, memory chips, radios, displays and other such components at favorable prices. It has worked out long term manufacturing arrangements with the likes of Foxconn. It has its own retail outlets. While most of us try and focus on Apple’s hardware and software integration, we forget that it is software, hardware and supply chain integration that allows the company to sell 37.5 million phones in the most recent quarter. It allows the company to make phones that meet the needs of different carriers.
Samsung too is an integration beast. It owns memory chip plants. It makes its own processors. It makes displays and it owns the factories. It has the unique ability to churn out new products faster than anyone else in the consumer electronics business and thus overwhelm the market with dozens of models. Just look at the many flavors on its latest Samsung S4 device and you start to see that this is a game only for big boys.
The only other company with Apple and Samsung-like manufacturing oomph was Nokia. I say was, because they are losing a grip on the phone business. However, their supply chain and manufacturing was legendary. It still is. I have yet to see a badly made Nokia smartphone — I just see smartphones with an OS that makes no sense. I bet if they entered the market with their own flavor of Android — something we suggested in 2010 — they would instantly become number three in the smartphone market, behind Samsung and Apple.
Sadly, smaller players like HTC can’t compete with the manufacturing and marketing capabilities of Samsung. The HTC One, which is an awesome looking device, was hit by manufacturing issues earlier this year. So it needs to rethink its strategies. HTC needs to become comfortable with the idea of being a one or two product company, and hope that it can keep comping up with winning products every single time. Even that is a long shot. The marketing budgets of Samsung and Apple are enough to finance some small nations.
HTC’s story is all too familiar to those who have studied the first mover phenomenon. A story in Economist points out that innovators captured seven percent of their market over time. THey point to various examples like White Castle who invented the idea of fast food burger joint but McDonalds is the big daddy now. Apple and Samsung are going through some of that as well. The lesson here for everyone — even tiny startups — is as Scott Anthony once perfectly said (and I paraphrase him): no one remembers who was leading the race midway through, and everyone remembers who finished first. And in order to finish first, a lot has to go right.
So where do companies like HTC go? And sad as it might be, perhaps nowhere. I am going to do my bit to give them some support — I will buy that HTC One, just because it is actually a great little device. It truly is.
Proactive project manages are people who focus their efforts and attention on the long-term as opposed to being reactive in the present moment. They believe that their actions matter and that they can positively influence a situation by doing something about it.
One of the best ways in which you can be proactive as a project manager is to work with your team and stakeholders to actively identify, analyze and mitigate project risks before they turn into issues. You can also make a concerted effort to build strong and lasting relationships with your stakeholders so that you are able to draw on their knowledge and support the day you need it. When you keep your stakeholders abreast of developments and have an excellent rapport with them, they are very unlikely to ever turn against you. They respect you and they know that you are actively working to improve all aspects of the project on their behalf.
Another way to be proactive is to carry out project reviews and to liaise with your team members on a one-to-one basis. Ask for feedback and investigate if there is anything at all you can do to optimize the way the team works. In addition, be proactive and explore if your QA activities are as good as they can be. Poor product quality is one of the biggest reasons for project failure.
Reactive is the opposite of proactive. Reactive people often hold a belief that they have no control over a situation. This could relate to the behavior of an unreasonable stakeholder or the issues that arise during a project. They surrender and wait until a potential problem has become a burning issue before they take action.
One of the reasons why some project managers give in and become reactive, is that their workload is so big that they feel they have no option but to fire fight in the present moment. But in reality we always have an option even if it is not an easy one. If you feel overloaded and overworked, look at how you can delegate more, how you can get better at saying ‘no’ to new requests and how you can optimizing the way you manage your time.
To become more proactive, make it a habit to regularly engage in the following:
Spend time on your own and with team members identifying anything which could go wrong on the project. Thoroughly analyze the risks and identify an owner and mitigating actions. Do this as often as possible.
Ask team members as often as you can what is preventing them from moving forward or what could make them work more effectively.
Build strong relationships with all key players on the project. See things from their point of view, understand their interests and address their issues and concerns.
Carry out project reviews and encourage a culture of learning and contribution. Discuss how past issues can be avoided and take action to make improvements.
Demonstrate and prototype the solution to the customer and end users as often as possible. Ask for feedback and verify that what you are building matches their requirements and expectations.
Identify and review your project controls on a regular basis. Assess if they are working as expected and keeping cost, quality and time under control.
Actively manage your stakeholders’ expectations through face-to-face meetings and regular project reporting. Make them appreciate which risks, issues and constraints you are facing. Make sure there are no negative surprises.
Organize knowledge sharing and fun team building activities to improve morale and motivation.
Assess your own working practices and determine how you can optimize the way you spend your time. Could you for instance start delegating more?