Receive email alerts Help by sharing this information Organisation News BoliviaAmericas to go further Reporters Without Borders voiced concern today about physical attacks on six journalists at Viru Viru airport in the eastern department of Santa Cruz during an operation on 18 and 19 October by police and troops to oust demonstrators in the pay of the Santa Cruz government. Public and privately-owned media were again the victims of political tension, which is growing in violence, especially in Santa Cruz.“Journalists have again been caught in the crossfire in clashes between supporters of the central government and radical opposition activists in the provinces who want independence,” the press freedom organisation said. “We appeal to both government and opposition representatives to ensure respect for state and privately-owned media by appealing to their activists for calm,” Reporters Without Borders added. “A dialogue needs to get underway at the highest level between President Evo Morales’ administration and the departmental authorities.”The major operation by 600 air force troops and 60 police officers on 18 and 19 October to retake control of the Santa Cruz airport, in which six journalists were injured, was launched without judicial approval, Reporters Without Borders has been told. It highlights the tension between La Paz and the regional government, led by a Civic Committee consisting mostly of local businessmen. The conflict erupted after the departmental government refused to hand over the taxes collected from the airlines operating in Viru Viru.The worst-injured journalist was Uriel Gutiérrez of the TV station Sitel, who was choked and poisoned by tear-gas, and then beaten and trampled by troops during a clash with demonstrators trying to enter the airport. He had to be rushed to hospital with convulsions and difficulty breathing.Analía Alvarez of the daily La Estrella del Oriente was beaten with a baton as well as being kicked and punched, and sustained contusions to the arms and legs. “They pushed me against a rock and I have bruises and scratches,” she told Reporters Without Borders. “We just wanted to get out of the way of the skirmish but the troops indicated they were going to carry out arrests and attack us.”Aydeé Rojas of the daily El Nuevo Día sustained a minor arm injury, as did Christian Peña y Lillo of the newspaper El Deber. A journalist with Activa TV and woman reporter working for Periodistas Asociados de Televisión (PAT), another TV station, were also roughed up during the operation.The Santa Cruz journalists staged a demonstration the next morning in protest against these attacks. Local leaders of the Federation of Press Workers condemned the behaviour of the troops and police as well as the overall increase in violence against journalists. In a statement, they declared a “state of emergency” and called on the government, security forces, political parties, civil society organisations and trade unions of all tendencies to respect the press as an essential tool for “consolidating democracy.”In the cental city of Sucre, which is the constitutional capital (but not the seat of government), journalists employed by public media have complained of being the target of threats and violence by people opposed to the constitutional reform process launched by the government in August 2006. Nancy Vacaflor, the correspondent of the radio educational network Erbol, said three journalists with Televisión Bolivia and Radio Red Patria Nueva were recently “threatened with lynching” and freelance photographer Jonathan Condori was physically attacked.Bolivia fell from 16th to 68th place in this year’s Reporters Without Borders world press freedom index because of the surge in violence against the press in a generally fraught political climate, especially in the four departments that want autonomy or independence – Santa Cruz, Tarija, Pando and Beni. In Santa Cruz, the Unión Juvenil Cruceñista, a radical opposition group, has claimed several attempted bombings and attacks on public media. Follow the news on Bolivia RSF_en October 25, 2007 – Updated on January 20, 2016 Journalists continue to be victims of political tension : six injured in retaking of Santa Cruz airport BoliviaAmericas News Reporters Without Borders calls for dialogue between La Paz and provincial authorities that are opposed to the central government after new clashes in the eastern province of Santa Cruz in which several journalists were injured. The public and privately-owned media should not become the victim of the growing political tensions, the organisation says. February 1, 2018 Find out more June 12, 2020 Find out more News Bolivian journalist hounded after accusing boss of sexual harassment Covid-19 emergency laws spell disaster for press freedom News Editor still unable to return to Bolivia after six months in exile November 18, 2016 Find out more
Share Apply(This will open in a new window from which you will be automatically redirected to an external site after 5 seconds) Johns Hopkins University The Johns Hopkins Departmentof Dermatology, Research Division seeks aResearchProgram Managerfor a research program that includesthe Cutaneous Translational Research Program (CTReP), which is aclinical and translational research unit with more than 40IRB-approved ongoing clinical research studies (including phase 1and 2 studies), and is utilized by more than 10 faculty and morethan 20 residents. In addition, there are 3 basic science researchlaboratories. The clinical and basic research of the Department isfunded by various different sources including the NIH, DoD,industry, foundation and internal departmental and institutionalsupport.The goal of the researchprogram is to increase our understanding into the pathogenesis,diagnosis and treatment of skin disease to improve the care ofpatients. The research areas covered include a broad range ofinflammatory, autoimmune and genetic disorders as well as cutaneousmalignancies. In addition, the research program involves thetraining of residents, post-doctoral fellows, medical and graduatestudents in clinical and basic research to help them become thenext generation of clinical and basic science researchers indermatology.Reporting to the Vice Chairfor Research (primary) and the CTReP Director (secondary), theResearch Program Manager will provide scientific, grants andcontracts, budgetary, regulatory, reporting, data and statisticalanalysis support and other research responsibilities involving theclinical and basic science research activities of theDepartment. Manage the administrativeand scientific implementation of research protocol for complexand/or multiple research studies. As part of study team,collaborate with faculty, develop protocol, develop SOP, andsupervise study-related activities for one or more studies.Typically serve on executive committee and/or steering committee oflarge study. May manage staff at local site or be involved inmanagement of sites at multiple locations. Supervise or overseeother exempt level research staff.Scientific support. Providessupport and collaborates with faculty, trainees and personnel indrafting/editing scientific content, including but not limited tospecific sections of grants, contracts, manuscripts, researchprotocols, commentaries, editorials, review articles and bookchapters. Involve in scientificdiscussions with collaborators, PI’s, and funding organizations.Participate significantly in writing manuscripts and supervise datacollection at single site study or at multiple sites of amulti-centered clinical trial.Experimental support.Conducting, teaching and collaborating with personnel inlaboratory-based experiments and assays for clinical and basicresearch projects.Grants and contracts.Pre-award and post-award functions that includes, but may not belimited to: proposal preparation, submission, budget development,account maintenance and oversight, billing/invoicing, reporting,compliance, and closeout.Budgetary. Developsbudget for all of grants and contracts for sponsored research.Tracks and manages budgets and timelines to ensure all projects areon schedule and on budget.Regulatory oversight.Working to ensure compliance with Office of ResearchAdministration, Office of Human Subjects Research, Animal Care andUse Committee, FDA, Lab Safety, Biological Safety and ChemicalSafety. Prepares standard operating procedures and oversees recordkeeping for auditing and monitoring visits.Reporting. Provides supportand submits progress reports, interim budgets reports, tracking andmilestones for clinical and basic researchactivities.Data and statisticalanalysis. Provides support in analyzing data and statisticalanalyses and facilitate external statistical analysissupport.Specific Duties& Responsibilities:ScientificSupport:Works independently on avariety of complex level grants/contracts that range from simple tohighly complex, including oversight of NIH grants, R01, R01/RFA,R34, K08, or K23, F32, T32, P50 multi-project and NSF, DOD andNASA. These grants, contracts and awards may involve highlydetailed budgets, multiple projects, Cores and Sub awards,Investigator-initiated, Consortium and New Center Dept. of Defensegrants, higher complexity Foundation grants and pharmaceuticalcompany clinical trials.Provides support andcollaborates with faculty, trainees and personnel indrafting/editing scientific content, including but not limited tospecific sections of grants, contracts, manuscripts, abstracts,research protocols, commentaries, editorials, review articles andbook chapters. Utilizes scientific knowledge to edit scientificgrants sections including specific aims, project summary, projectnarrative, and research strategy. Utilizes knowledge ofdepartmental, institutional and grant submission requirements toedit and correctly format other grant sections, such as equipment,facilities and resources, human subjects, vertebrate animals,resource sharing, authentication of key biological and/or chemicalresources and scientific rigor andreproducibility.Provide instruction,preparation assistance and support related to grant applicationprocedures. Assist with the day to day CTReP human researchactivities (IRB protocol preparation, maintaining supplies, devicesinstruments and scheduling study participants) as needed duringstaff transitions.ExperimentalSupport:Independently conductlaboratory-based experiments included as part of the clinicalstudies in CTReP. Some occasional and limiting work may includeconducting research in the basic science laboratories. These assaysinclude but are not limited to: processing skin, tissue and bloodsamples, tissue and cell culture, immunohistochemistry,immunofluorescence microscopy, quantitative PCR, flow cytometry,ELISA, protein arrays, and isolating and purifying RNA/DNA formicroarrays and sequencing.Interpret data, writemethods and protocols, perform statistical analyses and storedata/records on the experiments performed. Collaborate and teachthese assays to CTReP and other laboratorypersonnel.AdministrativeSupport:Provide broad/in-depthprofessional administrative level guidance on protocols,regulations and guidelines to the principal investigator (PI) andother scientific/research professionals, both within the Universityand with other associated research/administrative professionalsoutside of the University.Provide direction andassistance to the Senior Financial Analyst with details related toSub awards from other institutions on their federal pass-throughgrants. May also work directly with management of non-sponsoredfunds, including general funds and gifts, on a limited basis. Serveas liaison between research units, central offices and fundingagencies. Ensure compliance in all other areas related to grant andcontract management, including sponsoring organization guidelines,internal protocols, accurate protocol information within grantdocuments, conflicts of interest, etc. Manage all assigned grantsubmissions to ensure timeliness and accuracy.Maintain ongoing updates andcommunications related to current grants and contracts, thisincludes regular auditing and reporting to principal investigatorson financial status of grants, contracts and discretionaryaccounts. Also provide relevant updates and reports to departmentalleadership, as needed. Manage related post-award processes,including award setup, review, account setup verification, andensuring that staff is setup appropriately. Ensure that post-awardresponsibilities are completed, including budget distribution,account reconciliation, e-form setup, effort reporting, costtransfers, paying invoices and paperwork finalization related tosubcontract setup.Oversee and direct allaspects of complex award management activities and provideoversight to other employees, including monitoring and managingaccounts, audits, and evaluations and reporting.BudgetarySupport:Responsible for the timelypreparation of budgets for pre-proposals, grant and contractsubmissions and for sponsors. Review budgets and relatedjustification for appropriateness and completeness of content.Provide groundwork for subcontract negotiations. Tracks and managesbudgets and timelines to ensure all projects are delivered onschedule and on budget. Supports research teams in developingtimelines of assigned tasks and facilitate better coordination ofthe clinical and basic science researchprojects.Analyzes expenditures andforecasts potential costs to assist in future budget preparations.Actively liaises with Department of Dermatology Director of Financeand Financial Analysts to integrate budgetaryinformation.RegulatoryOversight:Ensure the required researchcompliance training for faculty, trainees and personnel.Collaborating with the PI’s and the JHU Office of Human SubjectsResearch and Animal Care and Use Committee to assist researchers ingaining approval of IRB protocols and Animal Research Protocols andmove their protocols efficiently and quickly to completion.Coordinate with PI’s to ensure all research conducted is accordingto approved protocols.Provide support for FDA INDsubmission and FDA IND exemptions. Maintaining records andpreparing for annual internal and external auditing and monitoringvisits for CTReP (IRB, FDA, sponsors, others), Lab Safety,Biological Safety, Chemical Safety and Animal Research. Incollaboration with researchers, prepares standard operatingprocedures. Ensures that research staff maintain records that wellprepared for auditing and monitoring visits. Designs systemprocedures to ensure compliance with grant and institutionregulations. Collects, reviews for adherence to regulation, andtracks all regulatory documentation. Ensure all regulatorycompliance, documentation, and sponsor requirements aremet.Reporting:Track activities,milestones, and deliverables, and report on a routine basis, anddevelop templates as needed to produce financial reports. Incollaboration with the PI, plan, direct, and execute AnnualProgress Report/non-competing and competing proposal submissionprocess.Monitors use of resources inaccordance with project plans and budgets, and generates reports tothe PI’s to assist control of resources in their areas ofresponsibility, in a collaborative manner.Data and StatisticalAnalysis:Provides support to facultyand trainees in analyzing data and statistical analyses byutilizing knowledge of Graphpad/PRISM and MicrosoftExcel.Coordinate moresophisticated data analysis through JHU biostatistical resources(Institute of Clinical and Translational Research, BiostatisticalCenter [JHBC] and the Department ofBiostatistics).MinimumQualifications:Bachelor’s degree in relateddiscipline. Related Master’s preferred. Five years relatedexperience. Demonstrated supervisory or lead responsibilities.Additional education may substitute for required experience, to theextent permitted by the JHU equivalency formula.JHU EquivalencyFormula: 30 undergraduate degree credits (semester hours)or 18 graduate degree credits may substitute for one year ofexperience. For jobs where equivalency is permitted, up to twoyears of non-related college course work may be applied towards thetotal minimum experience required for the respectivejob.PreferredQualifications: Master’s degree. Significant experience infield conducting large research projects. Knowledge of accountingand budgeting theory and practices required. Knowledge andunderstanding of The Johns Hopkins University accounting system andrelated fiscal offices preferred.Additional Knowledge,Skills, and Abilities:Ability to make independentjudgments and to act on decisions on a dailybasis.Ability to work withflexibility on several tasks simultaneously and to meet variousconcurrent deadlines.Ability to work for longperiods of time without direction.Ability to prioritize ownwork.Strong organizationalskills, attention to details, analytical and problem solvingability.Ability to effectivelyinteract with all levels of University and Hospital employees aswell as outside contacts.Strong interpersonal andcommunication skills, both oral and written.ClassifiedTitle:Research Program ManagerRole/Level/Range:ACRP/04/MDStarting Salary Range:$52,495.00 – $72,210.00;Commensurate with experienceEmployee Group:Full TimeSchedule:Monday – Friday, 8:00am – 5:00pmExempt Status: ExemptLocation:School of Medicine, East BaltimoreCampusDepartment Name:Dermatology ResearchDivisionPersonnel Area: School ofMedicineThe successful candidate(s)for this position will be subject to a pre-employment backgroundcheck.If you are interested inapplying for employment with The Johns Hopkins University andrequire special assistance or accommodation during any part of thepre-employment process, please contact the HR Business ServicesOffice [email protected] For TTY users, call via MarylandRelay or dial 711.The followingadditional provisions may apply depending on which campus you willwork. Your recruiter will adviseaccordingly.During the Influenza (“theflu”) season, as a condition of employment, The Johns HopkinsInstitutions require all employees who provide ongoing services topatients or work in patient care or clinical care areas to have anannual influenza vaccination or possess an approved medical orreligious exception. Failure to meet this requirement may result intermination of employment.The pre-employment physicalfor positions in clinical areas, laboratories, working withresearch subjects, or involving community contact requiresdocumentation of immune status against Rubella (German measles),Rubeola (Measles), Mumps, Varicella (chickenpox), Hepatitis B anddocumentation of having received the Tdap (Tetanus, diphtheria,pertussis) vaccination. This may include documentation of havingtwo (2) MMR vaccines; two (2) Varicella vaccines; or antibodystatus to these diseases from laboratory testing. Blood tests forimmunities to these diseases are ordinarily included in thepre-employment physical exam except for those employees who provideresults of blood tests or immunization documentation from their ownhealth care providers. Any vaccinations required for these diseaseswill be given at no cost in our Occupational Healthoffice.Equal OpportunityEmployerNote: Job Postings are updated daily and remain online untilfilled.EEO is theLawLearn more:https://www.eeoc.gov/sites/default/files/migrated_files/employers/poster_screen_reader_optimized.pdf Johns Hopkins University Twitter Save Research Program Manager The successful candidate(s) for this position will be subject to apre-employment background check.If you are interested in applying for employment with The JohnsHopkins University and require special assistance or accommodationduring any part of the pre-employment process, please contact theHR Business Services Office at [email protected] For TTYusers, call via Maryland Relay or dial 711.The following additional provisions may apply depending on whichcampus you will work. Your recruiter will adviseaccordingly.During the Influenza (“the flu”) season, as a condition ofemployment, The Johns Hopkins Institutions require all employeeswho provide ongoing services to patients or work in patient care orclinical care areas to have an annual influenza vaccination orpossess an approved medical or religious exception. Failure to meetthis requirement may result in termination of employment.The pre-employment physical for positions in clinical areas,laboratories, working with research subjects, or involvingcommunity contact requires documentation of immune status againstRubella (German measles), Rubeola (Measles), Mumps, Varicella(chickenpox), Hepatitis B and documentation of having received theTdap (Tetanus, diphtheria, pertussis) vaccination. This may includedocumentation of having two (2) MMR vaccines; two (2) Varicellavaccines; or antibody status to these diseases from laboratorytesting. Blood tests for immunities to these diseases areordinarily included in the pre-employment physical exam except forthose employees who provide results of blood tests or immunizationdocumentation from their own health care providers. Anyvaccinations required for these diseases will be given at no costin our Occupational Health office.Equal Opportunity EmployerNote: Job Postings are updated daily and remain online untilfilled.EEO is the LawLearn more:https://www1.eeoc.gov/employers/upload/eeoc_self_print_poster.pdfImportant legal informationhttp://hrnt.jhu.edu/legal.cfm Maryland, United States Salary Not Specified Maryland, United States Research Program Manager You need to sign in or create an account to save Biotechnology & Bioengineering Not specified Full Time jobs in Baltimore You need to sign in or create an account to save Science, Technology & Mathematics Not specified Full Time jobs in Baltimore Maryland, United States You need to sign in or create an account to save More searches like this Administrative Not specified Full Time jobs in Baltimore Similar jobs LinkedIn School of Medicine -East Baltimore Campus Salary Not Specified Salary Not Specified Save Research Program Manager Faculty Positions Not specified Full Time jobs in Baltimore Johns Hopkins University Save Clinical Research Program Manager Facebook Research Program Manager Clinical Research Program Manager Academic Affairs Not specified Full Time jobs in Baltimore
CLICK HERE if you are having a problem viewing the photos or video on a mobile deviceIt’s 2 1/2 months before pitchers and catchers are due to report to spring training. A’s hurler Daniel Mengden already has nailed down his first save.Mengden was returning to his Houston home when he ran across a rescue in progress, MLB.com reported. Two puppies were trapped in a storm drain.“It was just kind of dumb luck,” Mengden told MLB.com. “I noticed some people were outside their cars, kind of …
Libyan leader Muammar Gaddafi isadamant that Africa’s power lies in its unity.(Image: ItnewsAfrica) A young Muammar Gaddafi during hismilitary days.(Image: Wikimedia)Khanyi MagubaneLibyan President Muammar Gaddafi, the newly appointed chairperson of the African Union (AU), has reiterated that Africa will only truly be powerful once it’s led by one strong government.At his appointment on 2 February during the 12th Ordinary Session of the Assembly of Heads of State and Government in Addis Ababa, Gaddafi was adamant that the power of Africa lies in its unity.“I shall continue to insist that our sovereign countries work to achieve the United States of Africa,” he said after accepting his role as the new AU leader.Gaddafi said the united Africa would have a single military force and one currency. Africans would only need one passport and would be able to move around the continent freely.But African leaders may not be as ready for the move as the controversial Libyan leader thinks.During the first day of talks behind closed doors, member states fervently debated the “unity project”, which was on the agenda.In the end, as a compromise, it was decided that the African Union Commission – which overseas the work of the AU – would be transformed into an AU authority with a broader mandate, said the outgoing chairperson, Tanzanian President Jakaya Kikwete.“In principle, we [are saying] the ultimate is the United States of Africa. How we proceed to that ultimate – there are building blocks,” Kikwete said.Uniting Africa a step at a timeBriefing journalists about the new body on 2 February, AU Commission Chairperson Jean Ping said the new authority would deal with greater issues than the existing commission. “We are creating an institution with a bigger mandate, with bigger capacities, which moves us towards the goal of the union government.”Ping said that a unified continent, which would give Africa stronger bargaining power at international forums, has been a dream of several generations of pan-Africanists.The work of the AU authority would ensure a gradual process of integration and the strengthening of multilateral institutions as well as the strengthening and integration of the different regional economic communities across the continent.Some head of states, however, voiced their reluctance to relinquish power and opted rather to strengthen regional institutions before creating a continent-wide system.But despite the reluctance of some leaders, Gaddafi is optimistic that the move will materialise.He told delegates that so serious was he about his “unity project” that he expected the venture to be approved at the organisation’s next meeting in July unless, he added, the majority of member states were against the move.The main point of contention is how the unity government will affect the sovereignty of the 53 member states and economies of differing strengths, where some African governments are economically weak, and others strong.The member states have, however, made it clear that the issue is not whether a union government should be in place or not, but rather a matter of identifying the steps of how to get there and when it should happen.Timelines and the method for the integration process will be set out according to the Accra Declaration, adopted in 2007 at the 9th Ordinary Session in Accra, Ghana.The Accra Declaration expresses the AU leaders’ conviction that the ultimate objective of the AU is the United States of Africa.During this week’s intense summit, which was extended by a day to four days to accommodate all the outstanding issues, Kikwete gave his last speech as the chair, appealing to African leaders to put political greed aside and focus on improving Africa’s economic status.“Africa must be included in the search for global solutions to the current financial crisis.”Kikwete said more time needed to be dedicated to discussing a global solution to Africa’s under-development.He further stressed the need for Africans to seek a greater voice on global affairs and called on Africa to establish better working ties with European and Asian leaders.The Gaddafi administrationThe appointment of the infamous Libyan leader to the most powerful African body has been met with mixed reaction.The BBC spoke to Africans from different regions about what a Gaddafi-led AU would mean to the continent.Pius Serlorm Dzramado, a 28-year-old tailor from Accra, was not so optimistic about the move. “Gaddafi does not adhere to the principles of democracy in Libya,” he said. “For those of us who believe in advocating democracy in Africa, choosing Gaddafi as African Union chairman is not progress.”Dzramado said human rights abuses suffered by Libyans should have been enough to discourage the organisation to make the move.“There doesn’t seem to be much respect for human rights in Libya, so I don’t think Gaddafi’s own country is a good role model for the rest of Africa. As AU head, I can’t imagine Gaddafi will have the moral courage to speak out against human rights violations in other African countries.”Feras Al-Geblawi, a 29-year-old engineering student in Libya, is, however, of a different opinion. “Gaddafi is the bravest leader Africa has seen in the last 30 years. He always speaks his mind; he’s like a philosopher, very intelligent.”“There are some people who say Gaddafi is not a good choice as AU chair, claiming we don’t have a strong record on human rights. But I haven’t seen any injustice here.”Kenyan journalism student, 28-year-old Amos Marube, said he was not sure if the united Africa idea would work. “Gaddafi’s vision of a United States of Africa is far too ambitious; it will never happen,” he told the BBC.Marube said governments must first get their act together before thinking of uniting the whole of Africa. “He wants to unite the continent – but here in Kenya we are already so divided by tribalism. If African countries are unable to unite nationally and regionally, I can’t see how Gaddafi would be able to unite us as a continent.”At the helm of Libya for over 40 years now, Gaddafi is a saint to some, while he remains a villain to others.Dubbed by former US president Ronald Reagan as the “mad dog of the Middle East”, Gaddafi is known for his unchanging stance of African nationalism.He has been accused of taking part in acts of terror and his country suffered drastic United Nations sanctions after he refused to extradite two Libyans accused of planting a bomb in 1988 on Pan Am Flight 103, which exploded ever Lockerbie, Scotland and killed 270 people.Gaddafi finally admitted responsibility for the attack in 2003 and paid over US$2.7-billion to the families of the victims, initiating the end of Libya’s international isolation.Do you have any comments or queries about this article? Email Khanyi Magubane at: [email protected] Related articlesAfrica catches investors eyes The African Union AU stands by Zimbabwe African leaders unite economies Useful linksAfrican UnionThe government of LibyaAccra declaration
Share Facebook Twitter Google + LinkedIn Pinterest Producing a bounty of food, fiber for clothes and renewable fuels for cars is a vast agricultural undertaking and one that few consumers today know much about. That’s not surprising, considering that most Americans are three or more generations removed from farming.Although most of us aren’t involved in full-time food production, it can still be fun – and educational – to ponder facts about how modern farmers and ranchers go about their work. That’s where Food and Farm Facts, a publication from the American Farm Bureau Foundation for Agriculture, comes in.“Food and Farm Facts provides the opportunity to learn about the many ways modern farmers produce food to meet the needs of today’s consumers,” explained Foundation Chairman Zippy Duvall, who also serves as president of the American Farm Bureau Federation.The 32-page, full-color book features hundreds of updated agriculture facts and easy-to-read infographics organized into sections: Consumers, Modern Farmers, Trade & Economics, Environment and Production.Fifteen fantastic facts about agriculture to whet your appetite for the Food and Farm Facts book are below.Ninety-nine percent of all U.S. farms are owned by individuals, family partnerships or family corporations.Farmers will have to grow 70 percent more food than what is currently produced to feed the world’s growing population by 2050.Each American farmer produces food and fiber for 165 people annually, both in the U.S. and abroad.Eight percent of U.S. farms market foods locally through farmers’ markets and food hubs.One day’s production for a high-producing dairy cow yields 10.5 pounds of cheese.Women make up 30 percent of today’s farmers.More than 20 percent of all farmers are beginning farmers.There are 257,454 millennial farmers.Texas has 248,809 farms, more than any other state in the nation.About 25 percent of all U.S. agricultural products by value are exported yearly.Careful stewardship by America’s farmers spurred a 44 percent decline in erosion of cropland by wind and water since 1982.One-third of the U.S. or 750 million acres, is covered with trees.Many of the products we use in our everyday lives are byproducts of food produced by America’s farmers and ranchers – everything from detergents and paints to X-ray film and crayons, textbooks, chalk and strings for musical instruments.An acre of land is about the same size as a football field.Biotechnology saved the Hawaiian papaya industry after a virus nearly wiped the crop out.Order the Food and Farm Facts book and related resources online.
Prithvi Shaw broke onto the scene with a masterful century in his debut Test match against West Indies earlier last week.Shaw scored 134 runs and at 18 years and 329 days, become the youngest Indian to reach three figures in his maiden appearance. Shaw became second youngest batsman after Sachin Tendulkar (17 years, 107 days) to score a Test hundred.Shaw also scored the third quickest century on debut when he reached the three-figure mark and is now also the seventh youngest player in Test cricket history to score a hundred on debut. He is also the only man with a hundred on debut in Ranji Trophy, Duleep Trophy and Test cricket.The young star from Mumbai broke multiple records and walked away with the man-of-the-match, as India condemned West Indies to an innings and 272-run defeat inside three days of the opening Test in Rajkot.The world stood up to congratulate Shaw and had become the talk of the town with former stars, cricketing legends all praise for the youngster.READ – Prithvi Shaw slams debut Test hundred: A look at all 15 debut centurions for IndiaWith Shaw trending on social media, many companies started sending congratulatory messages to young star. But according to a report in Business Today, a few companies received cease and desist notices from his marketing team, Baseline Ventures.According to the report, Baseline Ventures have also sent notices seeking a sum of Rs 1 crore each as compensation from companies like Swiggy and FreeCharge for they used creatives with Shaw’s name on it. The messages on social media, acceding to the report, violated Baseline’s exclusive rights as well as Trademarks Act, 1996.advertisementREAD – This one is for my dad: Prithvi Shaw dedicates debut hundred to his heroFreeCharge and Swiggy both deleted their tweets. “Firsts we’ll remember forever: First bite of Rasmalai, First innings of Prithvi Shaw,” the Swiggy creative read.Tuhin Mishra, managing director of Baseline Ventures told the BT that the tweets were “disappointing” and said it was “ambush marketing”.READ – Prithvi Shaw showed he is different quality, really delighted for him: Virat Kohli”This is not only unfair to the player’s achievements but also to other genuine current sponsors and potential sponsors of Prithvi who pay to associate and play by the rule books,” Mishra said.He also said that they will be taking legal recourse against other firms too who have carried similar ambush marketing communications.Another company that carried on a tweet with Shaw’s name is Amul. The tweet says, “Shawbash! Amul Prithvi ka favourite makhan!” with the Amul girl and Shaw in the background.#Amul Topical: Youngest Indian to score debut test century! pic.twitter.com/C04aXhSM4lAmul.coop (@Amul_Coop) October 5, 2018Mumbai Police too had a unique take on the whole matter.As for the man himself, Shaw will eager to prove his mettle again when he walks out to bat in the second of the two-match Test series, which starts Friday in Hyderabad.
Originally published Dec 22, 2011 6:00:00 PM, updated October 20 2016 Technical SEO Don’t forget to share this post! AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to Email AppEmail AppShare to LinkedInLinkedInShare to MessengerMessengerShare to SlackSlack Since the debut of Google+ business pages just over a month ago, the following discourse has repeated itself in the inbound marketing world:Question: “Why should my business have a Google+ account in addition to all the other social networks we’re currently present on?”Answer: “Well, it’s Google, so you can bet they’ll be integrating these brand pages into organic search results.”Now you can literally stop betting on it! Finally, Google is amalgamating Google+ updates into its search engine results in two ways:1. Brand Page Updates in Organic Search ResultsWhen searching for a certain keyword or phrase, status updates are now appearing from actual brand pages. For example, when searching ‘HubSpot brand,’ a photo upload on the HubSpot Google+ account from November resulted on the very first page. Marketing Takeaway: This is huge, and it makes a big case for why your brand should create a Google+ business page and start sharing content there ASAP. If you already do, be sure to optimize your status updates. While your updates should be unique, interesting, and have a clear voice reflective of your brand, they should also be search engine optimized. Just as you include certain keywords in your blog posts to help them rank well in Google without taking away from the overall quality of the post, you should do the same for status updates on Google+. This will help you leverage your Google+ presence to increase traffic to your site from Google search, and well, will help you get found online!2. Personal Page Updates in Organic Search ResultsWhile company page updates are appearing in results, so are posts from other users (via their personal accounts) as they mention a brand and/or search term. For example, upon searching ‘Marketing Grader,’ a status update from HubSpot CTO Dharmesh Shah’s personal Google+ page is displayed as a result.Marketing Takeaway: Create valuable content to share via your Google+ business page that other people will be inclined to share. When a user shares a piece of content straight from a brand page by clicking the ‘share’ button under the post, the original text of that post is transferred over, as well as the commentary the user provides. This means that by creating valuable and optimized content, people who share a status because of its value will unknowingly help your ranking because of the keywords weaved into the original update. Pretty nifty, huh? What do you think of this Google+ integration? Can you think of any additional ways to take advantage of this?Image Credit: sasagg.pixnet.net Topics:
Originally published Jan 27, 2012 9:00:00 AM, updated July 28 2017 Topics: Marketing Reporting Here’s a challenge for all you marketers who are on top of your game: How do you make sure your marketing team is taken seriously within your own company? One important step you should take is publishing a thorough, thoughtful, quantitative monthly report on your marketing team’s impact.For as long as there’s been marketing, marketers have struggled to show their impact. But today, there’s no need to struggle. Today, it’s simple to collect the data you need to show how your marketing investments are generating revenue for your business. You just have to pull together the right reports.At HubSpot, our marketing team creates a deck of over 200 slides each month to cover every last marketing detail. That’s extreme, and it might not be necessary for all companies. But what is important for all marketers is a core set of slides that reports on inbound marketing results. (Note the word “results.” We’re not showing what we did . We’re showing what we achieved .)So here are some of the core slides we use to report on our results. What do you think we’re missing? I’d love to hear about it in the comments! 1. Visits by Source This is your measure of the top of your funnel. It tells you, month-over-month, how many people are coming to your site, and how they got there. You can look at this slide quickly to see which marketing channels are driving your changes in overall traffic. (HubSpot customers can find this report in Sources .) 2. Leads by Source This is your measure of your middle-of-the-funnel (MOFU) activity. This slide answers the questions, “How many leads did we generate, and which channels did they come from?” You can use this report to track month-over-month changes in lead volume and to figure out ways to improve the results. For example, if you’re generating a lot of traffic to your blog articles , but you aren’t converting any leads there, you should experiment with different ways to improve blog page conversions. Maybe you need better calls-to-action (CTAs). Or maybe you need better blog offers. Whatever the root of the problem, this report can help identify its location and help you understand where to dive into the details and diagnose. (HubSpot customers can get this report in Sources .) 3. Funnel Summary This is an overall view of your marketing funnel that shows you the five most important metrics —visits over time, leads over time, customers over time, visit-to-customer conversion over time, and lead-to-customer conversion over time. This data gives you a great overall sense of your marketing team’s performance. (HubSpot customers can get this data from Sources .) 4. Paid vs. Organic Leads This view helps you show how much of your lead flow is coming from paid campaigns and how much is coming from organic inbound marketing. If you’re trying to build an inbound marketing machine and keep your paid spend down, this slide can help you track your progress. (HubSpot customers can get this data from Sources by exporting and aggregating all their organic campaigns, then comparing that to their paid campaigns.) 5. Top Blog Posts by Page View This slide helps you keep track of the content that’s engaging your community. This knowledge should help you refine your blog articles to generate even more traffic, and to refine your overall marketing strategy to better reach your target personas. ( HubSpot customers can find this data in their monthly report or Blog Analytics .) 6. Top Landing Pages by Leads This slide shows you which offers and landing pages are generating the most leads. You should know this information and constantly be testing new offers and landing pages in order to create new leaders generating even more leads. (HubSpot customers can see this in their Landing Page Dashboard .) 7. Lead Speed to Your Event This is a way to measure lead quality. In other words, how good are the leads that you’re sending to your sales team? If there isn’t much time before your leads convert into an event, the marketing team is doing a good job. If your leads take a while to convert, you need to do a better job nurturing your leads . (HubSpot customers can get this data from a CRM like Salesforce.com when it’s integrated with HubSpot.) Bonus for HubSpot customers! Most of these slides are already being created for you. Keep an eye out for a personalized monthly report that gets sent to you at the beginning of each month. The report contains a link to download a PowerPoint version of your own monthly report. Make sure you’re using it! What other marketing data do you report on for the rest of your company? Image Credit: SqueakyMarmot Don’t forget to share this post! AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to Email AppEmail AppShare to LinkedInLinkedInShare to MessengerMessengerShare to SlackSlack
Customer Retention Rate by Industry Don’t forget to share this post! AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to Email AppEmail AppShare to LinkedInLinkedInShare to MessengerMessengerShare to SlackSlack Customer Retention Why is Customer Retention Important? Topics: What’s the most effective way to grow a business?You might think that the answer is to sell to more customers, but that’s only one piece of the puzzle — in fact, it might not be the most important piece of the puzzle. That’s where customer retention comes in.Once you’ve created a killer product and have identified your target market, company growth can start taking off — and it’s important to dedicate just as many resources to retaining existing customers as to selling to new customers.And that’s what your customer success team is for — to help customers see value and achieve goals using your product or service. But there’s more to it than just answering their phone calls and helping them onboard with your software — it’s about creating a process from the very beginning that fosters communication, trust, and mutual growth.Start solving for the customer today with these 17 templates. Read this guide to learn all about customer retention — how to measure it, why it’s important, and how to foster it with every new customer you attract. Average Customer Retention Rate by Industry Retention Rate Formula Customer retention refers to the ability of a company to — you guessed it — retain customers. Customer retention is impacted by how many new customers are acquired, and how many existing customers churn — by canceling their subscription, not returning to buy, or closing a contract.Over the course of a given time period, customer retention is measured by customer retention rate — more on that below. Retention Rate Formula Customer Retention Definition Before you begin to even consider a retention strategy, you need to understand what your current customer retention rate is.You’ll first need to define a period of time — whether that’s quarterly or yearly. Then, follow this formula:Customer Retention Rate = ( (# Customers at End of Period – # Customers Acquired During Period) / # Customers at Start of Period) ) X 100For example: Imagine you start the year with 20 customers, gain five new customers in the first quarter, and have one customer churn.( (24 – 5) / 20 ) ) x 100 = 95% retentionHere’s another example: You have 44 customers, you gain 12 new customers, and 13 customers churn:( ( 43 – 12 ) / 44 ) x 100 = 70% retentionOnce you know your rate, you should consider doing an audit of your churned customers to determine similarities in reasons for leaving or types of customers that leave. You might find that customers with a certain budget or at a certain company size are more likely to churn than others. Consider if you can add qualifying questions to your sales process or revise your ideal buyer persona to better reflect the attributes of your most loyal customers.Why is customer retention important?Customer retention is important to any growing company because it measures not only how successful they are at acquiring new customers, but how successful they are at satisfying existing customers.It’s also easier and more cost-effective to retain customers than to acquire new ones, returning customers spend more and buy more often, and refer friends and family. Only a 5% increase in customer retention can increase company revenue by 25-95%.The numbers don’t lie: Retaining customers brings companies a ton of ROI.There are a few reasons why customer retention is critical to company growth and success:Affordability: It’s 5-25X more expensive to acquire a new customer than it is to retain an existing customer. (HBR)ROI: A 5% increase in customer retention can increase company revenue by 25-95%. (HBR)Loyalty: Retained customers buy more often and spend more than newer customers. They’ve learned the value of a product or service and keep coming back, again and again. (American Express)Referrals: Satisfied, loyal customers are more likely to sing a company’s praises and refer their friends and family — bringing in new customers, free of charge. (American Express)It might seem obvious — of course, companies should want to retain customers — but when companies start growing quickly and struggle to implement a solid customer support program, proactive customer support for existing customers can slip through the cracks. Average customer retention rate varies across industries. According to Mixpanel’s 2017 Product Benchmarks report, for most industries, the average customer retention rate was below 20%. In the media or finance industries, retention over 25% is considered above average, and in the SaaS industry, retention above 35 is considered above average. Customer Retention Definition But when companies dedicate time, resources, and creativity to improve customer retention, not only does it make customers happy, it brings the companies more success, too. We’ll review strategies that will help you improve your increase customer retention next.Customer Retention Management StrategiesBefore diving into these customer retention management strategies you may implement and experiment with, let’s answer an important question first:What is customer retention management? Customer retention management is the process of maintaining relationships with your current customers to delight them long after they purchase your product of service. It requires you to encourage these customers to remain loyal to your business, continue paying for your product or service, and become and remain your brand advocates. Who manages customer retention?Customer retention is typically managed by customer success. The role of this team is to work with and delight your customers throughout the duration of their relationship with your company (no matter how long or short this timeframe may be).Customer success teams should not only work directly with your customers to improve and maintain retention, but work with other teams within your organization to do so as well. For example, customer success should help teams like sales or customer service and support — roles that have the potential to directly impact retention — organize, manage, and improve all aspects of the customer experience. This way, you entire business works together towards consistently improving customer retention. Now, let’s look at those strategies to help you with customer retention management. 1. Highlight case studies during the sales process.A significant portion of the sales process should be focused on determining if your company and the prospect are the right fit — from both a relationship standpoint, and how you will work together.Share previous case studies that reveal your company’s style of communication and collaboration with customers and the results you achieved for customers. You could also share testimonials from current customers to really bring it home for them just how much you partner with them.It’s similar to researching any big buying decision. You want to know if and how it will work before you make a purchase. If the customer truly understands this, they will be more likely to properly set expectations and be happier with their experience once they sign on.2. Set expectations early and often.If you don’t set expectations and communicate these clearly, customers can easily become upset. They might believe you can deliver on certain results, while in reality, those results are only seen in month six or with additional initiatives and work input.In addition, your customers are coming from very different businesses. One customer might feel that your prices are high, and therefore, they expect an extremely high amount of expertise and “white glove” customer service, while for another customer, you might be one of many different company partners, and the customer cares more about your ability to collaborate than care for their brand.Understanding these points of view and communicating deadlines, progress toward goals, what’s included in a project, your process, your communication style, etc., is essential for making sure expectations are met. This, in turn, will keep customers happy with the relationship, longer.3. Communicate results on a regular basis.Customers are more likely to stay with your company if your product or service is delivering results and ROI for them. If a customer can point to the fact that your company has influenced or increased leads, MQLs, SQLs, lifetime value, their own customer retention, etc., then it will be much more difficult for the customer to say goodbye.That means you need a good system for tracking and reporting on the metrics that really matter to the customer, which should relate to the goals you established together. Be transparent about the activities you executed on last month, the results you saw, where you see opportunities for improvements, and what you will work on next month. In addition, use a project management tool so that the customer can easily see how far along the team is in a project.4. Create a roadmap for the future of the relationship.Many people compare the customer-company relationship to dating — and this isn’t that far off. And it’s especially true when you consider the lifecycle of dating. At some point, one person in the relationship wants to know that this is “going somewhere.” He or she wants to know what the “plan” for the future looks like.This desire to know that you are working toward a “next step” can also be applied to business relationships. It can be easy for the customer-company relationship to fall victim to routine — everything is going great, you know what type of work the customer wants (and will approve), and you understand what works to reach their goals. That gets boring quickly though, and it’s easy for the customer to wake up one day and realize how uninspired and unmotivated the company team is.Your customer success managers should create and revise on a regular basis a relationship roadmap. Build in steps for initiatives and projects that both parties can look to and be excited about the current and next stage of the relationship.5. Make memories around your shared successes.According to research, people remember negative events more vividly than positive ones. Even if there are more positive events overall, the bad occurrences may be the longest lasting memories — which makes customers more likely to share those negative events on social media, too.So customer success teams need to consider how they can create better, more memorable experiences around positives and successes. When something negative occurs — a goal or deadline is missed for example — the company team overly communicates, discusses plans for fixing the issue, and apologizes. But when something truly great happens, how much of an emphasis do you place on the event?6. Ask for feedback and act on this information.You can’t improve customer retention without first understanding why customers leave your company. Once you know the reasons and the correlating signs, you can work to prevent customer churn by proactively dealing with issues.Ask for regular feedback from the entire customer team, including the decision-maker. Use a customer feedback tool to track trends by either the customer or the individual. For example: By tracking by project, you can identify customer happiness trends and work to improve processes or ask for more qualitative feedback on what exactly is contributing to the fall in customer satisfaction.Being able to identify and address these issues as early as possible will help you to prevent customers from leaving you in the first place. The voice of the customer is a powerful customer retention tool — so use it.7. Map out a consistent customer experience.Consistency builds trust with customers. They know what to expect and can rely on your team to get the work done and deliver the results they need.Without this, most interactions are a surprise, and in reality, customers don’t like surprises — even if they say they want to partner with a more “innovative, fun, risk-taking company.”Build out processes for onboarding new customers and kickoff meetings to create a smooth customer experience. Examples include setting agendas for meetings and building workflows around projects and sharing these with customers.By having a process for each of these activities, your team will be more efficient and customers will gain insight into what needs to be done, and when.8. Create a customer relationship marketing strategy.Have you considered what the communication from your company looks like once a customer signs on? Yes, she emails and works with her customer success manager, but how often does she hear from the new business director who convinced her to buy from you?Think about creating a newsletter sent from the company CEO for monthly or quarterly check-ins. Consider any education or training needs of the customer you should address. Come up with interesting, light touch ways to continue to build up the credibility of your company’s brand with the customer.9. Keep a record of communication and any past problems.Your company’s culture, leadership, and business practices all contribute to retention, but another way to prevent disruption in changes in personnel is by adopting a CRM where you can store notes from meetings and phone calls, ongoing issues, personal preferences of the customers, etc.With detailed notes and a complete history of the relationship recorded, a new customer success manager will be ready to be a true authority for the customer much more quickly.10. Make sure that the customer has a relationship with the entire team.Typically, customers mainly communicate with their primary customer success manager. These individuals form a bond during hundreds of meetings, phone calls, and emails. They know each other’s favorite restaurants, what sports their kids’ play, and other seemingly inconsequential details.But change puts these relationships at risk — and, in turn, your company’s customer retention rate. If the customer success manager leaves or is promoted, the relationship is at risk. If the relationship is extremely friendly, the customer might not be happy with anyone else. The bottom line is, if the customer’s sole connection to the company is based on one relationship, there’s a risk of churn during periods of employee turnover — a natural part of professional development within an organization that customers just aren’t always privy to.This is a risky place to be in terms of retention, so your company needs to make it a goal that customers build relationships with multiple members of the team for cases like these. Send the customer pictures of the entire team working on the latest project, or whenever there is a customer lunch, make sure there is another member of the team present.11. Use reciprocity to increase loyalty.Reciprocity is a social construct that has been found to increase loyalty. Acts of kindness create a feeling of obligation in the person who instinctively wants to repay the kindness.There are two types of reciprocity: surprise and trumpeted. Both of these can be used in customer service to increase loyalty.Surprise reciprocity is obviously a surprise gift or gesture. An example of this would be when your company sends over tickets for a game the day of or when a goal is achieved earlier than anticipated.Trumpeted reciprocity is when the person giving or doing something beneficial does so in a way that reveals that they are going above and beyond. It doesn’t mean you document and put all the great things you do in a monthly report, but it is obvious to the customer that what you are doing is outside the normal scope of the relationship. This could be as simple as taking behind-the-scenes photos at a video shoot and packaging them in a memorable way as a gift for the customer’s team.12. Build a customer loyalty program.One of the wisest ways to foster customer loyalty and retention is by providing even more value to them — and this can take the form of a customer loyalty or rewards program.User-generated content, loyalty bonuses, gamification, and rewards for customer referrals are simple customer retention tools that can go a long way towards fostering loyalty — read about more examples of successful customer loyalty programs in this blog post.13. Empower customers with the tools they need to succeed. Nobody likes to wait around for support or assistance. Nobody likes to sit around searching how to accomplish specific tasks on their own either. So, instead of creating long customer support and service waits for your customers (and creating more work for your support team), empower them with the tools and resources they need to succeed.There’s a wide range of ways you can empower your customers to help themselves and find the support they need individually. To do this, you might send emails or newsletters with tutorials that cover details about your company or your product/ service’s newest features. You may also share a list of your blog articles to help them accomplish their specific business goals. Improve Your Customer RetentionReady to get started making your customers happy to improve your company’s outcomes? Follow the customer retention management strategies we covered and consistently keep track of your business’s retention rates to keep an eye on how you’re doing. You can also read more about how real brands are using these customer retention strategies here.Editor’s note: This post was originally published in November, 2018 and has been updated for comprehensiveness. Originally published Oct 23, 2019 2:03:00 PM, updated October 30 2019 Customer retention is the ability of a company to retain its customers over a period of time. Customer retention a percentage that measures how many customers a company keeps at the end of a set time period, and the number impacted by the number of new customers acquired and the number of customers who churn. Customer retention rate is calculated using the following formula: Customer Retention Rate = ((# Customers at End of Period – # Customers Acquired During Period) / # Customers at Start of Period) X 100 Customer Retention Management Strategies