Public Relations and International Working Group

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1.Communication with relevant domestic and international media.
2.Preparation and production of content to introduce the Association at national and international levels.
3.Updating the Association’s website content and social media platforms.
4.Collection of news related to women active in the economic sector at national and international levels.
5.Identification and engagement with peer and counterpart organizations at national and international levels.
6.Identification and presentation of national and international events related to the Association (employer, women, etc.).
7.Identification of financial sponsors for the Association.
8.Introduction and identification of individuals for referral to the Membership Working Group.

Financial, Banking, Taxation, and Insurance Working Group

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1.Identification of financial resources to advance the Association’s objectives (sponsorship).
2.Announcement and dissemination of the latest banking and tax regulations to Association members.
3.Provision of financial, educational, banking, taxation, and insurance consulting services to Association members.
4.Introduction and identification of individuals for referral to the Membership Working Group.
5.Participation in employer assemblies of organizations and ministries to safeguard members’ rights.

Training and Consulting Working Group

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1.Needs assessment, development, and introduction of training courses aimed at empowering and building the capacity of Association members.
2.Organization of training courses, educational working groups, and events (such as roundtables, seminars, etc.).
3.Review and identification of educational opportunities at national and international levels, and submission to the Board of Directors for participation or dissemination to members.
4.Examination of opportunities for participation in organizing educational tours.
5.Provision of consulting services in business-related fields (including legal, financial, and business).
6.Review, identification, and introduction of consultants and instructors in service-related fields relevant to the Association, including for other working groups.
7.Presentation of the Association’s annual calendar of training and consulting services at the end of the current year for the following year.
8.Introduction and identification of individuals for referral to the Membership Working Group.

“Beware of the temptation to expand your brand”

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🌟 Brian Till writes in his book “Creating Popular Brands”: Although the secret to building a successful brand is maintaining its consistency and focus, in reality, once a brand becomes famous and widely loved, its owner often tries to profit from that success by using the brand to introduce other products.

🌟 Although this behavior may seem justifiable in practice, it is not acceptable in the science of branding. In other words, even if a company that has spent millions of dollars building its brand feels entitled to use it for launching new products, from a branding perspective this means wasting all the investment made on the brand.

🌟 For example, Heinz, after gaining massive popularity in the ketchup market, decided to add products like mayonnaise, baked beans, and even vinegar to its portfolio. But it failed in most of these categories and eventually had to discontinue many of them.

🌟 As a result, Heinz paid two separate costs: – the cost of developing and launching new products that were soon discontinued, – and the cost of maintaining its brand strength in the ketchup market.

🌟 This is why managers who care about protecting their brand’s power are extremely cautious and selective when deciding to expand their product line.

🌟 Heinz survived because it quickly removed unrelated products, but many brands lack the courage to do so — and eventually disappear from the market altogether.

🌟 Another example is the brand Healthy Choice, which first became known for ready-to-eat cold meals. When customers welcomed the brand, managers expanded it to cakes and wafers under the same name.

🌟 Since these products sold poorly, the managers refused to discontinue them, and eventually the brand weakened so much that it lost its position even in the cold‑meal market — and disappeared entirely.

“Generation Z’s challenge in communication”

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🌟 Generation Z (born 1997–2010) constantly hears from their supervisors that they don’t know how to behave in the workplace. Jodie Foster, the Oscar‑winning actress, has said this generation doesn’t use proper grammar and arrives late to work. Likewise, Alex Mahon, the head of a major British TV network, has said the youngest generation entering the workforce lacks the skills to debate, disagree, or work alongside people with different viewpoints. Yet this youngest workforce does not completely deny its own shortcomings.

🌟 New data collected exclusively by Fortune shows that young workers are fully aware of where they make mistakes. Sixty‑five percent of Gen Z employees admit they don’t know what to talk about with their colleagues. In addition, Gen Z participants who do not have a spouse, pet, or child say they struggle to connect with coworkers who are in different life stages.

🌟 So even though Gen Z employees know that bonding with senior colleagues can elevate their career game, they still hold back and leave the responsibility for initiating social conversations to older generations: three‑quarters of newly hired young workers say they only engage in conversation with senior colleagues if the seniors initiate it first.

🌟 Small talk may seem like something everyone knows how to do, but it is one of the basic soft skills Gen Z has not learned. Employers now have to make up for this lost time. For example, Deloitte offers additional training programs for newly hired young employees who lack confidence in basic tasks such as presenting or speaking in meetings.

🌟 Meanwhile, companies with work‑from‑home policies are asking younger employees to come into the office. For example, Cisco in the UK and Ireland has no mandatory in‑office requirement — except for Gen Z, who must be present at least three days a week.

“Seven definitions of ‘strategy’ from the perspective of management thought leaders”

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1️⃣ Jack Welch Strategy means making clear and precise decisions about how we will compete with others.

2️⃣ Michael Porter Strategy means doing what others do with fewer resources (more efficiently) and doing things that no one else does.

3️⃣ Sharon Oster Having a strategy means that when our set of decisions is observed, a specific pattern can be identified in them.

4️⃣ Alfred Chandler Strategy means determining long‑term goals for the organization, preparing appropriate action plans, and allocating the necessary resources to achieve those goals.

5️⃣ Hoffer & Schendel Strategy consists of activities that ensure alignment between the organization’s internal resources and capabilities and the opportunities and threats of the external environment.

6️⃣ Henry Mintzberg Mintzberg believes concepts like strategy cannot be captured in a single definition and that multiple definitions must be accepted. He proposes five characteristics for defining strategy: 🔹 Strategy as a Plan 🔹 Strategy as a Ploy 🔹 Strategy as a Pattern 🔹 Strategy as a Position 🔹 Strategy as a Perspective

7️⃣ Pisano Pisano states that strategy is nothing more than a commitment to a specific behavioral pattern in order to compete, and it leads to a fundamental assumption: what leads to winning.