Taking a Student-Centred Approach to Alternative Digital Credentials

As the acquisition of microcredentials becomes a more common practice, the authors foresee that there will emerge a variety of ways in which students can acquire microcredentials; such acquisition may manifest across multiple academic courses, programs, or experiences. In this chapter, they address how microcredentials are incorporated into and assessed across multiple pathways at their institution. These pathways include options for self-study, integrated academic programming, and co-curricular activities. The approach to both microcredentials and this chapter is student-focused. Rather than placing attention upon the revenue generation potential of microcredentials, this chapter addresses the methods through which universities can serve students in their goals to attain and demonstrate skills associated with microcredentials.

Free-to-Fee Transformation of Industrial Services

Industrial firms venturing into services is a common phenomenon in B2B markets. However, companies are often unable to monetize many such services, thus incurring high costs of service provision without benefiting from revenue generation in return. To address this critical but little-studied problem, we investigate how industrial firms can transform existing free services into for-fee offerings. Employing a theories-in-use approach, we explore leading global firms via a cross-section of B2B industries, including automotive, maritime, material handling, medical equipment, mining and construction tools, and petrochemicals. Contingent on the empirics, we precisely characterize and define free industrial services. Based on the internal and external challenges that firms face in free-to-fee (F2F) transformations, we develop a typology classifying free services into four distinct categories: Front-runners, Tugs of War, In-house Shackles, and Dead Ends. For each category, we provide empirical illustrations and identify critical actions and activities that firms deploy to successfully implement F2F transformations along the dimensions of structures, processes, people, and rewards. Thus, we offer guidance on how to overcome both external and internal challenges. Our findings demonstrate that F2F transformations of industrial services are not isolated marketing, sales, or pricing activities but require a concerted effort among all organizational functions involved.

A Study on the Revenue Generation Trend of Thiruvallur and Thiruttani Taluks (Viz., Thiruppasur, Siruvanoor, Thiruvallur and Agoor and Pattabiramapuram Villages of Thiruttani) of Tamil Nadu+

Tamilnadu is one of the economically developed states in India, which has 32 districts, taluks in hundreds and villages in thousands. But lots of studies on Tamilnadu’s regional development have found a wide disparity in economic development across the state. The North part of Tamilnadu is a comparatively backward region in general and the districts like Dharmapuri, Villupuram, Tiruvannamalai and Thiruvallur in particular. As a result, it is of special importance and essential to review the rural local bodies finances with reference to backward district in general and Thiruvellur district in particular in the wake of 73rd constitutional amendment.

Innovative and nontraditional revenue generation in New Zealand museums

<p>Improving income in museums around the world is vitally important and New Zealand museums are no exception. There is little literature in Museum Studies offering practical strategies for fundraising, with much research focusing on the morality of revenue sources rather than best practice. Research in other disciplines on museum revenue has been problematic as the theories it has attempted to apply are not always applicable. There has also been little research on the local dynamics of revenue generation, and there is therefore an urgent need for practice based research on this topic, such as data for comparative analysis of revenue sources. Responding to gaps in the current literature this thesis analysed innovative and nontraditional revenue generation in three Wellington museums. Innovative and nontraditional revenue encompasses programs, partnering, fundraising, museum-operated businesses, venue hire, museum and third-party websites, phone applications for smartphones, crowdsourcing and e-commerce. Pragmatism provides the research paradigm for this empirical study into current professional practice. The paradigm was enhanced by several concepts including Hansen and Birkinshaw’s, Innovation Value Chain. To examine the local museum situation, data was gathered from the Museum of New Zealand Te Papa Tongarewa; the New Zealand Cricket Museum; and Pātaka Art + Museum. Semi-structured interviews with key staff and revenue records were analysed following qualitative and quantitative methods. There were several key findings which highlighted the direct and indirect benefits of innovative and nontraditional revenue. External partnerships, museum staff and volunteers were highlighted as crucial for revenue viability. Ethics and perceptions of revenue also affected revenue generation. Overall the research enhances our knowledge of museum economics in the New Zealand context. I argue that commercial operations need to be integrated into museum practice and that the benefits of this approach should be demonstrated to all staff. Finally, several recommendations are made which I believe will enhance the future practice of revenue generation in New Zealand museums.</p>

Innovative and nontraditional revenue generation in New Zealand museums

<p>Improving income in museums around the world is vitally important and New Zealand museums are no exception. There is little literature in Museum Studies offering practical strategies for fundraising, with much research focusing on the morality of revenue sources rather than best practice. Research in other disciplines on museum revenue has been problematic as the theories it has attempted to apply are not always applicable. There has also been little research on the local dynamics of revenue generation, and there is therefore an urgent need for practice based research on this topic, such as data for comparative analysis of revenue sources. Responding to gaps in the current literature this thesis analysed innovative and nontraditional revenue generation in three Wellington museums. Innovative and nontraditional revenue encompasses programs, partnering, fundraising, museum-operated businesses, venue hire, museum and third-party websites, phone applications for smartphones, crowdsourcing and e-commerce. Pragmatism provides the research paradigm for this empirical study into current professional practice. The paradigm was enhanced by several concepts including Hansen and Birkinshaw’s, Innovation Value Chain. To examine the local museum situation, data was gathered from the Museum of New Zealand Te Papa Tongarewa; the New Zealand Cricket Museum; and Pātaka Art + Museum. Semi-structured interviews with key staff and revenue records were analysed following qualitative and quantitative methods. There were several key findings which highlighted the direct and indirect benefits of innovative and nontraditional revenue. External partnerships, museum staff and volunteers were highlighted as crucial for revenue viability. Ethics and perceptions of revenue also affected revenue generation. Overall the research enhances our knowledge of museum economics in the New Zealand context. I argue that commercial operations need to be integrated into museum practice and that the benefits of this approach should be demonstrated to all staff. Finally, several recommendations are made which I believe will enhance the future practice of revenue generation in New Zealand museums.</p>

Buying Up, Not Selling Out

All too often, artists who are attentive to the 'business' of their creative practice are accused of 'selling out'. But for many working artists, that attention to business — to revenue generation, asset accrual, the arts economy — is what enables an artist to not just survive, but to thrive. When artists follow their mission, or organizations theirs, they don’t sell out, they spiral up by keeping mission at the forefront. Money and other tangible assets are not their end goal — they are instead the means toward the end of artistic and cultural production. As I talked with artists and arts infrastructure leaders about what makes their work sustainable, an unexpected theme emerged: property ownership. This essay looks at artists, organizations, and communities that own property to see the ways in which missions drive decision-making, assets are maximized, and 'success', however it is defined, can be sustained. When property ownership is part of that sustainability equation, history, agency, and racial equity also become matters of concern.

Analysis of an Online Digital Marketing: A Case Study

Digital marketing became an effective way to create a relationship with the consumers having its depth and relevance widely used in day-to-day lifestyle. The work associated with this paper is carried out in the marketing department of STYLETRENDZ. It will help to get an idea about digital marketing and how the digital marketing has an impact on revenue generation for digital marketing companies. The paper highlights the methodology of study and analysis of an online media and companies growing economically to sustain in the competitive market. Index Terms: Digital marketing, revenue generation.