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00M-602 IBM Banking Industry Solutions Sales Mastery Test v1

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00M-602 exam Dumps Source : IBM Banking Industry Solutions Sales Mastery Test v1

Test Code : 00M-602
Test Name : IBM Banking Industry Solutions Sales Mastery Test v1
Vendor Name : IBM
: 30 Real Questions

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IBM IBM Banking Industry Solutions

Sandvik and IBM usher in the Fourth Industrial Revolution to the Mining industry with IBM Watson | killexams.com Real Questions and Pass4sure dumps

TAMPERE, Finland and ARMONK, N.Y., April 1, 2019 /PRNewswire/ -- Joint purchasers of IBM (NYSE: IBM) and Sandvik Mining and Rock know-how, one of the vital world's biggest premium mining gadget manufacturers, are tapping the powers of IoT, superior analytics and synthetic intelligence to recognise defense, maintenance, productiveness and operational effectivity.

Sandvik: placing IBM Watson IoT to work for the manufacturing trade

The mining and rock excavation industry is under growing to be pressure to enhance the global deliver of minerals to fulfill the needs and expectations of a unexpectedly rising world population. This regularly requires extracting from increasing enhanced depths, which could make it complex to talk and act as indispensable when device fails or needs to be serviced.

OptiMine® Analytics transforms records into technique improvements by the use of predictive insights and actionable dashboards embedded into operation management systems. the use of the analytics capabilities from IBM Watson IoT, this counsel management answer enables mining groups to combine gadget and software records from disparate sources in precise-time, inspecting patterns in the information to assist enrich availability, utilization and efficiency.

through a collection of IBM Design considering workshops, IBM and Sandvik work with purchasers to enhance a framework to shape choices around facts pushed productiveness and predictive maintenance. the use of the Watson IoT expertise, Sandvik and IBM have collectively created a platform able to conform to the stringent reliability and protection requirements of mining operations. Predictive upkeep technology leveraging IoT sensor statistics has also been delivered as a part of this platform.

"Proactively deciding on preservation wants before something breaks is leading to huge charge and time reductions," stated Patrick Murphy, president, Rock Drills & technologies, Sandvik. "Our award-winning OptiMine® Analytics with IBM Watson IoT solutions present their customers a more comprehensive view of their operations for smarter, safer and greater productive work."

Sandvik and IBM shoppers comparable to Petra Diamonds and Barminco are the use of IoT to assist in the reduction of miner publicity to antagonistic work environments and boost protection.

"Our precise priority is the safeguard of their employees and if a desktop fails underground, they want immediate perception into what's going on in that tunnel," said Luctor Roode, govt operations at Petra Diamonds. "With the answer from Sandvik and IBM, they now have real-time records that makes it possible for us to instantly identify the foundation reason behind the difficulty and act thus." 

"Leveraging records is turn into increasingly positive throughout the mining sector. via analytics, computing device studying and AI, they are seeing new probabilities for increased operational efficiency," referred to Paul Muller, chief executive officer, Barminco. "Our partnership with Sandvik's OptiMine® Analytics makes it possible for us to fast-tune their efforts, leveraging Sandvik's complete-of-fleet data and innate laptop advantage."

OptiMine® Analytics will even be used via Vedanta Zinc international's Black Mountain Mining (BMM) operations in South Africa's Northern Cape Province, to speed up records-pushed operations for safeguard, effectivity and productiveness for vehicles, loaders and drills. moreover, Hindustan Zinc, one of the vital world's biggest built-in producers of zinc, lead and silver has tapped Sandvik to implement an immense digital transformation at its Sindesar Khurd Mine, India, to be sure all required infrastructure and platforms can obtain world-type mining safeguard, effectivity and productiveness.

"Sensors and tracking techniques for asset administration is barely the starting when it involves how synthetic intelligence will disrupt the mining business," talked about Jay Bellissimo, frequent supervisor, Cognitive process Transformation, IBM global business capabilities. "developing an answer that turns the records into actionable insights is a delicate matter. It requires an interdisciplinary effort spanning across mining know-how, application engineering and statistics science. IBM and Sandvik at the moment are on direction to help radically change the mining cost chain with the fusion of cognitive capabilities into miners company and working processes."

Sandvik has been delivering options within the mining automation business for many years, with independent operations in more than 60 mines on six continents. This footprint is a huge asset to the technique optimization solutions in better and higher demand. For its half, IBM has been working with leading mining customers to infuse cognitive capabilities in their business and operating strategies, growing the Cognitive cost Chain for Mining. This multidisciplinary approach leverages and expands on the concepts of the fourth industrial revolution by means of helping miners achieve new efficiency mark downs, while not having to make gigantic-scale capital investments.  

Sandvik community Sandvik is a excessive-tech and world engineering neighborhood offering products and capabilities that increase consumer productiveness, profitability and protection. They grasp world-leading positions in chosen areas – tools and tooling techniques for metal cutting; gadget and equipment, carrier and technical options for the mining business and rock excavation inside the development business; products in superior stainless steels and special alloys as well as products for industrial heating. In 2018, the group had about 42,000 personnel and revenues of about a hundred billion SEK in more than 160 international locations within continuing operations.

Sandvik Mining and Rock expertise Sandvik Mining and Rock expertise is a enterprise area in the Sandvik neighborhood and a global main organization of equipment and equipment, service and technical options for the mining and building industries. utility areas encompass rock drilling, rock reducing, crushing and screening, loading and hauling, tunneling, quarrying and breaking and demolition. In 2018, earnings have been about 43 billion SEK with about 15,000 personnel in carrying on with operations.

About IBM For more counsel about IBM features please talk over with: https://www.ibm.com/capabilities

Contact:Jeannine Kilbride 1-860-997-6277jkilbri@us.ibm.com

source IBM

related hyperlinks

http://www.ibm.com


IBM Blockchain World Wire supports payments and overseas alternate in more Than 50 international locations | killexams.com Real Questions and Pass4sure dumps

Apr 1, 2019

IBM has introduced that IBM Blockchain World Wire, a real-time international funds network for regulated monetary institutions, is formally attainable in a becoming variety of markets.

Designed to optimize and accelerate international exchange, go border payments and remittances, IBM says that World Wire is the first blockchain community of its kind to combine payment messaging, clearing and contract on a single unified network, while allowing individuals to dynamically choose from quite a lot of digital property for contract.

"we have created a brand new classification of price network designed to accelerate remittances and transform move-border payments to facilitate the stream of funds in countries that want it most," pointed out Marie Wieck, general manager, IBM Blockchain. "via making a community where economic institutions help diverse digital assets, they expect to spur innovation and improve financial inclusion international."

today World Wire has enabled charge locations in seventy two countries, with forty seven currencies and 44 banking endpoints.  native laws will continue to book activation, and IBM is actively transforming into the community with additional monetary associations globally.

World Wire offers a more straight-through model for go border payments using the Stellar protocol that makes money transfers element-to-element in lieu of the complexities of prevalent correspondent banking. It reduces intermediaries and allows users to accelerate settlement time commonly in seconds by way of transmitting monetary value in the type of digital assets, commonly called cryptocurrencies or "solid coins."

This method improves operational efficiency and liquidity administration, streamlining payment reconciliation and cutting back usual transaction prices for economic institutions. 

The network already supports settlement the use of Stellar Lumens and a U.S. dollar stable coin through IBM's prior to now-introduced collaboration with Stronghold. 

Pending regulatory approvals and other reviews, six overseas banks, including Banco Bradesco, financial institution Busan, and Rizal industrial Banking enterprise (RCBC), have signed letters of intent to concern their own reliable cash on World Wire, including Euro, Indonesian Rupiah, Philippine Peso, Korean gained and Brazilian precise good cash to the network.

World Wire is now in confined construction and accessible in a transforming into variety of nations. Go to www.ibm.com/blockchain/solutions/world-wire for greater tips.


IBM Blockchain World Wire, a brand new international price community, to assist payments and foreign trade in additional Than 50 nations | killexams.com Real Questions and Pass4sure dumps

gives precise time settlement the use of a variety of digital belongings

SINGAPORE, March 18, 2019 /PRNewswire/ -- money 20/20: IBM (NYSE: IBM) today announced IBM Blockchain World Wire, a real-time world funds community for regulated fiscal institutions, is formally available in a transforming into number of markets.

IBM company brand. (PRNewsfoto/IBM)

extra

Designed to optimize and speed up overseas alternate, cross border funds and remittances, World Wire is the first blockchain network of its kind to integrate price messaging, clearing and agreement on a single unified network, whereas permitting members to dynamically choose from a number of digital property for agreement.

"now they have created a brand new classification of price network designed to speed up remittances and seriously change pass-border funds to facilitate the circulate of cash in international locations that want it most," referred to Marie Wieck, everyday manager, IBM Blockchain. "by creating a community the place economic institutions assist numerous digital property, they predict to spur innovation and increase economic inclusion worldwide."

today World Wire has enabled payment locations in seventy two nations, with forty seven currencies and forty four banking endpoints.  local laws will continue to ebook activation, and IBM is actively transforming into the network with extra monetary institutions globally.

World Wire provides a more straight-via mannequin for cross border funds using the Stellar protocol that makes money transfers point-to-aspect in lieu of the complexities of commonplace correspondent banking. It reduces intermediaries and enables clients to speed up agreement time regularly in seconds via transmitting economic value in the type of digital belongings, commonly called cryptocurrencies or "reliable coins." This simplified strategy improves operational efficiency and liquidity administration, streamlining fee reconciliation and decreasing common transaction fees for monetary institutions. 

The community already helps agreement the use of Stellar Lumens and a U.S. dollar stable coin through IBM's prior to now-announced collaboration with Stronghold.  Pending regulatory approvals and different stories, six overseas banks, together with Banco Bradesco, bank Busan, and Rizal industrial Banking organisation (RCBC), have signed letters of intent to difficulty their own good coins on World Wire, including Euro, Indonesian Rupiah, Philippine Peso, Korean received and Brazilian true reliable coins to the network. IBM will proceed to extend the ecosystem of agreement belongings in keeping with customer demand.

"Bradesco perpetually adopts innovation that enhances client experience and improves efficiency," observed Luiz Carlos Brandao Cavalcanti Junior, Innovation and Digital Channels executive Director, Banco Bradesco. "the world Wire network addresses both of those features, and for this reason items a useful chance for Bradesco and its consumers in Brazil."

"RCBC is glad to be an early innovator with plans to challenge their personal Peso solid coin on World Wire, pending remaining approval from their regulators," noted Manny T. Narcisco, First Senior Vice-President, RCBC. "We're concentrated on innovation that provides cost for their valued clientele, and World Wire items an important opportunity to seriously change and increase their charge infrastructure."

Story continues

World Wire is now in constrained creation and purchasable in a transforming into number of countries.  involved corporations can learn greater at https://www.ibm.com/blockchain/solutions/world-wire.

About IBM

IBM is diagnosed as the main business blockchain provider. The business's analysis, technical and company experts have damaged barriers in transaction processing speeds, developed probably the most superior cryptography to secure transactions, and are contributing hundreds of thousands of strains of open source code to improve blockchain for agencies. IBM is the leader in open-supply blockchain solutions built for the commercial enterprise. because 2016, IBM has worked with a whole lot of consumers across financial features, supply chain, government, retail, digital rights administration and healthcare to put in force blockchain functions, and operates a number of networks running are living and in creation. The cloud-based mostly IBM Blockchain Platform grants the conclusion-to-end capabilities that purchasers deserve to right now set off and successfully advance, operate, govern and secure their personal enterprise networks. IBM is an early member of Hyperledger, an open supply collaborative effort created to boost go-trade blockchain applied sciences. For greater information about IBM Blockchain, visit https://www.ibm.com/blockchain/or observe us on Twitter at @ibmblockchain.

Media Contact: Leesa DAlto, Leesa.dalto@ibm.com

View normal content to download multimedia:http://www.prnewswire.com/news-releases/ibm-blockchain-world-wire-a-new-international-charge-network-to-guide-payments-and-overseas-alternate-in-extra-than-50-nations-300813674.html


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How To Choose The Best Master’s Degree For You | killexams.com real questions and Pass4sure dumps

More and more business schools are offering business masters degrees, from generalist programs in management to specialized master’s offerings covering topics like accounting, data analytics, finance, and marketing.

With so many options out there, choosing the best master’s degree to suit your career ambitions can be a challenge.

Before applying, candidates should know the answers to the following questions: Who are the different master’s programs for? What jobs do they lead to? What do you study on the course? What do you need to know to get accepted?

To answer those questions, they spoke with students and faculty from five of the most common business master’s degree options at some of the world’s leading business schools.

Read on to find out how to choose the best master’s degree for you.

You can find out more about the master’s degree that interests you most by clicking on one of the links below.

Masters in Accounting

Masters in Analytics

Masters in Finance

Masters in Management

Masters in Marketing

Find out more about business master’s degrees via webinar

Masters in Accounting

Find out more about Masters in Accounting via webinar

nini

Dr Wang Jiwei, MSc in Accounting director at Singapore Management University (SMU)

Who is a Master’s in Accounting for?

Our Master of Professional Accounting (MPA) is designed to create a pathway for non-accounting graduates working or seeking to work in a field that requires specialized knowledge in accounting.

We also have a Master of Science in Accounting (MSA) which specializes in data and analytics. It’s designed for students who already have a background in accounting or business related disciplines, but wish to further their career and skills set in this data-driven era.

What skills/qualifications do you need to apply?

The overall quality of the applicant determines admission to the program. This would include prior academic performance at university, work experience, referees reports, interview scores, and GMAT/SMU Admission Test is compulsory.

Applicants must have sufficient background in math. Applicants with post-undergraduate working experience will have an added advantage. Applicants to the MSA must also have a business or accounting background.

What will you learn on a Master’s in Accounting?

Through the MPA course, students will learn about the three pillars of accounting; the business fundamentals, accounting core and the professional services which would include the following modules: management accounting, taxation, audit, corporate financial management and financial accounting.

The MSA equips students with the essential skills to harness data for critical decision making. They learn to make use of tools such as R, Python, Tableau, and SQL for data analysis, data visualization and data management. They also can learn machine learning techniques, and understand how they can be applied to the accounting and finance work.

What jobs can you qualify for after a Master’s in Accounting?

An accounting master’s degree is versatile. Every company needs somebody who is well versed in finance and accounting. Hence, the career of an accountant is not limited to the accounting, banking and finance industry. Good accountants are in demand in every sector.

In the recent years, the role of an accountant has evolved. Many organizations are eliminating manual accounting work, because computers and robots can automatically generate accounting entries.

But at the same time, they also see a growing demand in other job functions, mainly in the areas of data processing, management analysis and financial analysis. In the current market, there is a demand for domain experts who understand finance, accounting and data technology and how the systems work.

Top tip for applying to SMU?

What will give their applicants an edge is whether they have the drive to excel, the gumption to overcome challenges and the passion to make a meaningful impact through their work.

Master’s in Accounting student mp;A

ry

Ryan Guo Yu Sheng, SMU MSA student (part-time), manager of Global Operating Certificates at Visa in Singapore

Why pursue a Master’s in Accounting?

I have always been a tech-savvy accountancy graduate, and most of the process and data technology applied in my work was self-taught and unstructured. After completing a specialist diploma in Business Analytics in 2017, I was looking to further my knowledge and build on the basics learned in that course.

An understanding of data analysis and usage of automation and robotics have become essential to the modern finance function and this is also part of my effort in future-proofing my own career. There is an increasing focus on the application of technology to finance processes and simply relying on their IT colleagues to fill us in on technical developments is a thing of the past.

What advice do you have for prospective Master's in Accounting students?

A candidate should be technically savvy. Dealing with data requires a highly analytical and structured skillset, along with a sense of creativity for data transformation and programming. Having a conceptual understanding of accounting is important.

Masters in Analytics

Find out more about Masters in Analytics via webinar

impp

Crystal Grant, director of admissions (pictured above), and Kalyan Talluri, MSc Business Analytics program director at Imperial College Business School (pictured below)

Who is a Master’s in Analytics for?

There's a huge range of Master's in Analytics programs available, which reflects the growing demand from candidates and employers for graduates who are able to derive business insights and competitive advantage from big data.

Some will be aimed at new or recent graduates looking to launch their career, whilst others will be suited to professionals hoping to up-skill to progress or change jobs.

What skills/qualifications do you need to apply?

Programs vary in the balance of business versus technical experience required, but if you have a passion for data analytics, quantitative skills and commercial awareness, you should be able to find a Master's in Analytics that supports your goals.

Successful candidates to their MSc Business Analytics bring a wide variety of academic and work experience. They look for strong quantitative, communication, problem-solving and team-working skills. A passion for coding is also important, as the curriculum is very practical and you should be ready to learn and use programming languages.

What will you learn on a Master’s in Analytics?

Masters in Analytics aim to help graduates and young professionals understand the content, relevance, and importance of big data problems facing businesses. Their program takes a practical approach including a variety of machine learning, statistical, and operations research techniques.

Students can expect to learn solid technical skills in programming, including R, Python and SQL, data structures, and algorithms. They’ll learn skills in optimization, econometrics and statistics, networks, and machine learning. Industry-specific application is core to the program, and students learn to apply their mastery of tools to real business problems.

What jobs can you qualify for after a Master’s in Analytics?

The most popular destination for their graduates is consulting, however others go on to work in technology, FMCG, e-commerce, finance, healthcare, and media. Graduate roles vary depending on candidates’ previous experience, but include positions like business analyst, data scientist and, consultant. Employers include Accenture, Amazon, BCG, eBay, EY, Microsoft, and Revolut.

Top tip for applying to Imperial?

Don’t just list your experience of coding and programming languages. Highlight your problem solving skills by showing how you’ve applied your technical expertise on interesting projects. Demonstrating big-picture thinking, commercial awareness, and the ability to articulate complex information in a compelling and accessible way will help your application stand out.

impald

Master’s in Analytics student mp;A

Pinelopi Chamalelli, MSc Business Analytics student at Imperial, joining the analytics graduate scheme of a major consulting firm in London after graduation

Why pursue a Master’s in Business Analytics?

Analytics is the future; every business no matter its size collects more and more data, and desires to utilize them for a more efficient decision making. So, the opportunities they have after this program are endless not only in terms of quantity but also in terms of variety, since analytics can be applied in every single industry. imp

 What advice do you have for prospective Master's in Analytics students?

Coding skills or generally the ability to learn a new programming language or a new software package quickly is crucial. Three main programming languages they use are Python, R, and SQL, since these are widely used in the industry.

Good knowledge of linear algebra and statistics also help a lot. A good business understanding is also crucial for a successful data scientist.

Masters in Finance

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Diane Jordan, associate director of admissions, MIT Sloan

Who is a Master’s in Finance for? diane-jordan

Our Master of Finance is for individuals interested in learning the fundamentals of modern finance that emphasizes a foundation in how markets work. Students of the program come from a variety of bachelor’s degree disciplines including business, economics, finance, and significant representation from the STEM areas.

What skills/qualifications do you need to apply?

We seek smart, motivated applicants who are passionate about finance. Recent graduates, early career professionals in finance, engineers, mathematicians, physicists, computer programmers, and other high-tech professionals are encouraged to apply.

We look for: Success in academic, extracurricular, and professional endeavors; Ability to collaborate to accomplish a common goal; Ability to inspire others to achieve success; Excellent communication skills; Willingness to seek alternative solutions to existing challenges; Motivation to pursue goals.

What will you learn on a Master’s in Finance?

You’ll begin with rigorous courses in finance theory, financial mathematics, and financial accounting. You’ll be required to pass the Programming Literacy Test in either R or Python programming languages.

You’ll work with analytical tools—financial modeling, portfolio and pricing theory, statistics and data analytics, and computational methods—to help tackle multi-faceted challenges that arise in finance, from capital budgeting and cash flow analysis, to dynamic asset allocation and big-data-based investment strategies, and more.

You’ll take part in project-based courses solving real-world problems with MIT's partner corporations and culminating in presentations to corporate decision makers. You’ll choose electives from financial technology, to quantitative methods, to economics, to specialized disciplines such as healthcare finance, fixed income, mergers and acquisitions and asset management.

What jobs can you qualify for after a Master’s in Finance?

Jobs at asset managers, consulting firms, investment and corporate banks, brokerage firms, financial data providers, ratings firms, hedge funds, venture capitalists, insurance companies, public institutions, fintech, and more—from Fortune 500 companies to leading-edge boutiques.

Companies who have hired Master of Finance graduates from MIT for each of the last three years include Bain & Company, BCG, BlackRock, Deloitte, Morgan Stanley, McKinsey, and Citi.

Top tip for applying to MIT Sloan?

Get to know us and the admissions process through online chats and events to help you decide if MIT is a good fit.

Master’s in Finance student mp;A

david-mit

David Smadja, student at MIT Sloan, has an offer for an associate position at a major investment bank in New York

Why pursue a Master’s in Finance?

Prior to my master’s, I graduated from a master of applied mathematics. Though I had a good understanding of the quantitative side of financial markets, I felt I was missing some important financial knowledge. To me, masters in accounting, for example, are not capable to cover everything you need to know to succeed in the field of finance like a master’s in finance does.

What advice do you have for prospective Master's in Finance students?

The role of the master’s is to teach you what’s necessary to break through the industry but I reckon that some preliminary skills are beneficial. If you’re interested in financial markets, some coding and analytics skills (statistics, optimization, AI a plus) are a minimum to have. If you’re more interested by the corporate side, a good understanding of financial statements analysis and accountability rules is crucial. 

Masters in Management

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eric-ivey

Eric Simard, associate director, MSc admissions at Ivey Business School, University of Western Ontario, Canada

Who is a Master’s in Management for?

It’s for ambitious, recent graduates who want a specialized Master’s degree, that will hone their skill-set, develop their leadership abilities and accelerate their career success. Students are admitted from a variety of disciplines, backgrounds, cultures.

This creates a unique experience in classrooms which is meant to help students understand, reflect on, and challenge their tendencies, preferences and biases.

At Ivey, students apply to a specific field of study which will allow them to focus their learning in one of three areas; Business Analytics, Digital Management, or International Business.

What skills/qualifications do you need to apply?

We evaluate applicants on a number of dimensions including; Relationship management; Leadership orientation; Openness to learning; Adaptability; Program readiness; Academic performance in their final two years of their undergraduate degree; Motivation for joining the program; Short and long-term career objectives; Pre-program experience; and International exposure/experience.

What will you learn on a Master’s in Management?

Master’s in Management programs are designed to help students bridge the gap between a solid theoretical foundation received in undergraduate studies and the practical and soft skills needed to make a difference in the early stages of their career.

Through Case-Method approach to education, Ivey MSc students are put in the position of the decision-maker and are asked to analyze data, develop alternatives and then make and defend their recommendations. They are focused on creating the next group of business leaders who are able to walk into a new role and take action.

What jobs can you qualify for after a Master’s in Management?

Graduates take positions in a variety of industries including; Technology, Management Consulting, Financial Institutions, Telecommunications, Consumer Packaged Goods, and more.

The majority of their graduates take starting positions in leadership rotational programs or in consulting firms focused in Risk, Technology or Human Capital. Many have titles such as data science associate, area manager or data analyst, and they work in a variety of organizations such as PwC, Scotiabank, Amazon, Walmart, Deloitte, Proctor & Gamble, Accenture, Sun Life Financial, BMO, Bell, EY, and Morgan Stanley.

Top tip for applying to Ivey?

Candidates should connect with their admission and recruitment team before submitting their application. They should spend time learning about what their programs have to offer by attending webinars, talking to current students, and reaching out to their MSc alumni. And they should consider and reflect on how the Ivey MSc in Management can support their short and long-term career goals.

Master’s in Management student mp;A

deanna-ivey

Deanna Hamilton, student at Ivey Business School, starting a consulting career after graduation

Why pursue a Master’s in Management?

I wanted to pursue a career in business and a Master’s in Management seemed like the perfect way for me to develop my knowledge as I did not study business during my undergrad. I also aspire to work internationally one day. Ivey’s Global Lab opportunity offered an eight-week, hands-on, international in-company experience which allowed me to immerse myself in an unfamiliar environment and work cross-culturally.

What advice do you have for prospective Master's in Management students?

Aside from the obvious skills of being a hard worker and passionate about the program, I think it is crucial for students to be open to learning and willing to adapt. It is essential for you to be willing to step out of your comfort zone to really take advantage of every opportunity on the program. Interpersonal and communication skills are also necessary for most jobs and, coming into the program, many of my classmates already had exceptional communication skills.

Masters in Marketing

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Ning Li, academic program director of the MS in Marketing at Johns Hopkins, Carey School of Business

Who is a Master’s in Marketing for? ning-li

For students looking to continue in their marketing studies or students looking to pivot into marketing from another field. Those who are looking to become marketing experts will receive training in business foundations in addition to numerous high-level marketing electives.

What skills/qualifications do you need to apply?

Candidates will need undergraduate level communication and analytical skills.

What will you learn on a Master’s in Marketing?

Students will learn behavioral and quantitative methods and best marketing practices to address the most critical issues facing today’s marketer, including the impact of data and social media on marketing strategy, consumer behavior, social responsibility, competitive economics, business-to-business marketing, and more.

What jobs can you qualify for after a Master’s in Marketing?

Students can pursue careers in Marketing and Business Analytics, Marketing and Sales, General Management, Consulting, and more. Some employers who have hired their recent graduates include Amazon, China Telecom Americas, IBM, Johns Hopkins Medicine, P&G, and Tencent.

Top tip for applying to Carey?

Be Honest. No applicant is perfect and if there is a part of your application you are concerned about, be honest. Be open to why this program appeals specifically to you. This is important because honestly addressing concerns is important in marketing roles.

Master’s in Marketing student mp;A

msmarketing

Charlie Wang, MS in Marketing student at Johns Hopkins, Carey School of Business

Why pursue a Master’s in Marketing?

I value a program with a multi-disciplinary scientific approach to business where I’m exposed to a range of subjects, such as economics, psychology, and data science. Compared to other programs, Master’s in Marketing students explore a wider range of theories and models, and are able to quickly adapt to work in a variety of industries.

What advice do you have for prospective Master's in Marketing students?

Two skills that are essential are curiosity and fast learning skills. You don’t need to have all the answers, but you do need to be curious. You are expected to quickly adapt to the multi-disciplinary curriculum at a fast pace.

My advice: Start making friends now! Marketing students should be aware of the importance of relationships. Developing deep and enduring relationships with not only clients but also organizations will directly or indirectly affect one’s success.

Are you interested in a business master’s degree?

Register now for the Master’s Week webinar series held by the Graduate Management Admission Council (GMAC).

Running from 8-to-12 April, different business schools will talk about a different master’s program each day.

Monday: Accounting; Tuesday: Business Analytics; Wednesday: Finance; Thursday: Management; Friday: Marketing


The New Face of Confidence | killexams.com real questions and Pass4sure dumps

Two years ago Stephen Satterwhite was a very confident guy, and today he's a very confident guy, and there the similarity ends. Satterwhite, the CEO of Entelligence, an IT staffing and services provider, tells the story while driving back to his home in Houston. He has just finished a meeting at Dell Computer in Austin, where he impressed the attendees with his pragmatic promises and subdued conviction. Satterwhite says that doing the right thing is now number one on his dashboard, and it's not until he's said it two or three times that it becomes clear that he's talking about a kind of spiritual/ethical barometer and not the control panel on his BMW 528i. After five years in which almost everything went right and six months in which nothing did, he's figured out there's more than one kind of confidence.

"Our early confidence was euphoric, egotistical," says the CEO. "We thought there was nothing they could touch they wouldn't make a success of." But then, in 2001, Entelligence took three disabling hits: a sputtering technology market, September 11, and Enron's implosion, which rattled all of Houston. Satterwhite, who realized too late that back in the glory days his company was just one boat on a rising tide, watched as the water swirled down the drain, threatening to take him with it. Things got so bad that he started bringing home backup tapes from the company's PCs in case his landlord locked them out. "One of my partners said, 'Maybe you're not the right guy to run the company," says Satterwhite. "And I thought, 'Maybe he's right."

Satterwhite regained both confidence and financial stability through a series of humbling but fruitful negotiations with his landlord, his bank, the phone company, and other creditors, in which he laid everything on the table. "I got naked," he says. "I'd always been about looking good, but not anymore." The CEO was able to get out of his lease and into cheaper space, negotiate interest-free extensions on his debt, and significantly reduce operating costs. Now the company's financial position is healthier than it's ever been, and so, says Satterwhite, is his personal outlook. "I learned this last year about a confidence that's different from 'I feel good about a sale' or 'I feel invincible," he says. "I just feel in my gut every day that I'm going to do the right thing. I have to keep focused on my values and being straightforward and truthful. That's where I derive my confidence now. It's not something I have to pump myself up for."

Satterwhite represents the new face of confidence among entrepreneurs who, having survived tough times, feel a less heady, more rational faith in their own skills. Another is Gary Berman of Greyhawk North America, a construction-management consulting firm on Long Island. Berman has scaled back his growth objectives after losing contracts when New York City canceled projects post-9/11. But he remains positive. "I know we're going to grow, and I know we're going to get there," he says. At ProSys Information Systems, in Norcross, Ga., founder Michelle Clery has drawn confidence from an unexpected source: her employees' loyalty. "During the dot-com boom, I was afraid every day that people were going to leave me for another $5,000 in salary," says Clery. "Now I'm sticking by them in tough times, and that's increasing their loyalty, which is so important to their future."

The tempered optimism expressed by Satterwhite, Berman, and Clery showed up again and again in more than 50 interviews conducted for this story. Their objective was to gauge the current attitudes of business owners and to explore the deeper sources of confidence among them. The discovery that entrepreneurs' confidence is becoming more grounded in reality is to be expected. Failure, like imminent death, has a way of concentrating the mind. What surprised us was how often their confidence runs higher than their circumstances would appear to warrant.

The evolving field of behavioral economics suggests a possible explanation. Terrance Odean, an assistant professor at the Haas School of Business at the University of California, Berkeley, has studied the cause and effect of overconfidence in investors and executives. He points to something called "attribution bias," the tendency of people to credit themselves unduly for successes that are heavily influenced by external factors (such as a boom market or a technology revolution) and to blame external factors disproportionately when they fail. He also suggests that it's a good thing for decision makers to be mildly overconfident because they are likely to assume a degree of risk that is healthy for their companies.

The combination of these two insights -- that there is a still-healthy remnant of self-confidence among company leaders and that mildly overconfident leaders make the best decisions -- suggests an intriguing possibility: companies today may be better positioned than they have been in years to make smart calculations about growth and strategy. Just as there is an optimal level of available capital (too little and companies starve, too much and you get the excesses of the dot-com era), suppose that in the economy at large there is also an optimal level of confidence, one at which entrepreneurs en masse take on just the right amount of risk to flourish and no more. And suppose -- thanks to the effect of attribution bias on the post-bubble population -- they are in a period of optimal confidence right now. If investment in houses and cars and heavy machinery so far hasn't galvanized the economy, perhaps business leaders' belief in themselves will do it.

While virtually all the entrepreneurs who were interviewed for this story identified confidence as one of their key assets, they disagreed sharply on the specifics: what confidence feels like, where it comes from, how one gets it, and how one gets it back. A few of the company founders described confidence as a kind of epiphany that visits them in isolated moments. Others called it a constant source of strength but only in discrete areas. Still others said it was a pervasive presence that infused everything they did. They differed over whether confidence is something you can build quickly, using the mind as a power tool, or whether it must develop gradually, over a lifetime of successes and failures.

Deborah Weidenhamer, founder and president of Auction Systems Auctioneers & Appraisers Inc., in Phoenix, routinely lectures M.B.A. students on entrepreneurship, and she says they are hungry for information about confidence. "They've been inundated with case studies of successful companies," says Weidenhamer. "And successful companies have these stories of incredible perseverance, taking risks that make no business sense. But no one's taught the students how to do that. They can read financials. But they don't know how to work off of sheer guts and willpower."

Weidenhamer is right about the paucity of such material. A check of the indexes of management books at Barnes & Noble, for instance, turned up no listings for confidence. Their interviews with business leaders, however, did uncover a few universal truths on the subject, as well as some practical advice on the care and feeding of the entrepreneurial ego.

What exactly is confidence?

Confidence is like one of those perfumes that react differently with each individual's body chemistry to produce something unique. The only point on which everyone agrees is that without confidence, nothing happens.

Kenny Kramm, founder of FlavorX Inc., in Bethesda, Md., describes confidence as "perseverance; the knowledge that I will never give up." Jim Sharkey, founder of Linac Systems, in Lakewood, N.J., refers to "the assurance that I am being absolutely honest with myself." To Jane Sydlowski, founder and president of American Megacom, in Livonia, Mich., "confidence is synonymous with preparation." Jim Wanner, CEO of KeyMark, in Greenville, S.C., is among those who single out external influences, specifically "good people and good information." And Patrick Martucci, chairman and CEO of United Asset Coverage, in Naperville, Ill., insists that confidence is about one thing: clarity. "You don't have to be correct," explains Martucci. "You have to be clear. You have to choose clarity over certainty."

The most-cited descriptions of confidence involve courage (tolerance for risk, the ability to manage fear, the possession and strategic leverage of balls). Next come references to goals: focus, vision, and -- most often -- clarity. (The clarity proponents are especially persuasive.) Mentioned often -- but less often than the others -- are perseverance, persistence, and determination. A few people describe themselves as stubborn or even insane, but we're probably expected not to take that seriously.

Rich Harshaw, cofounder and CEO of Y2Marketing, in Desoto, Tex., says that confidence is simply "knowing you can make crap happen." OK, maybe that's not Emerson, but Harshaw knows a lot more about entrepreneurship than Ralph Waldo did. Harshaw once shuttered a successful consulting business -- eliminating all his clients in the process -- and plowed every cent of his and his partner's money into a riskier national venture. Both his company and the marketing program he sells run on a commando-style philosophy of guts and glory that he calls BBO, or "big brass ones." Harshaw gives this example: "In 1996 they met up with a seminar promoter who said that for $7,000 he could make us prominent in the seminar circuit. Back then my partner and I were making $3,000 a month apiece. But I went down to the bank with a check for $7,000 -- one of those fake-looking checks that credit-card companies send you to get you to run up your credit-card bill. I didn't tell my wife about it until three years later. The seminar thing didn't work out. But I did make one contact that turned into $85,000 the next year."

Doesn't that smack of bravado? Not to Harshaw. "It isn't bravado when it works," he says.

Where does confidence come from?

The science on confidence, unfortunately, is thin. Generally, it falls under the purview of the self-help movement rather than psychology. But research in related areas -- such as narcissism and self-doubt -- suggest that confidence has many obvious nurture and a few still-hazy nature components.

Temperament, for example, which is determined by chemicals produced by the brain, makes a "small contribution" to confidence, according to Jerome Kagan, a professor of psychology at Harvard. "There are a proportion of people -- maybe 10% or 15% -- who inherit a biology that makes it easy for them to feel tense, uncertain, unsure," explains Kagan. "Another 20% have the opposite temperament. These are the General Pattons of the world, the astronauts."

Robert Arkin, a professor of psychology at Ohio State University, who has spent 20 years studying under- and overachievers, explains matters differently. "For a confident person there's probably more going on internally," says Arkin. "Their brain is fired up but in a way that's focused on the environment, not on themselves. The Zen philosophy suggests that you empty your mind of thoughts about self. That's what people with confidence do."

Whatever nature gives you, of course, is modified by experience. Not surprisingly, conversations with confident people turn up no shortage of supportive parents and schools bursting with inspirational teachers, coaches, and debate-team instructors. Entrepreneurs who spent significant time watching their successful parents work were especially grateful. Greyhawk's Berman recalls tagging along with his father, "the world's greatest salesman," on calls for a clothing manufacturer in Kentucky. "I would sit there and watch him cut deals, and I thought, 'My God, so this is how it's done," says Berman. FlavorX's Kramm can still recite Calvin Coolidge's celebration of perseverance, which his mother framed and hung in the living room of his childhood home. "My parents don't give up on anything, which is why I don't give up either," says Kramm. "They own a pharmacy, and at times it was really tough, but they stuck it out when all the other pharmacies were selling to chains. When I was growing up, they worked together as a family. I saw their persistence every single day."

More than a third of the business leaders interviewed, however, described young lives plagued with family and financial instability. Members of that group tend to trace their confidence to overcoming obstacles. "My father was married six times," says Kevin Price, founder and president of AccuCode Inc., in Denver. "I spent as much time out of the house as I could, and I became very focused on school and extracurricular activities. A lot of my overachievement and confidence comes from that." At age 17, Abid Abedi, an insecure kid who "didn't play sports and had no friends," found himself broke and alone in Columbia, Mo., after emigrating from India. "That experience taught me there was no one I could count on but myself," says Abedi, founder and CEO of Adea Solutions, in Dallas. "I realized all I had was between my two ears. That was when I started building confidence."

What's the difference between false confidence and the real thing?

Harshaw, the evangelist for big brass ones, recalls the first time he encountered what he considers confidence in its purest form. It was 1994, and he was trying to put together a marketing seminar in Dallas. His partner, Edward Earle, was living in Utah at the time, and Harshaw asked him to fly down and make a presentation. "He put on the most unbelievable seminar I'd ever seen," says Harshaw. "Full of confidence, full of passion. Two years later I found out that his wife and two kids had stayed behind in an apartment for three days with no heat because he couldn't afford to pay his bills. But he never gave a tip of the hat to having financial struggles. He gave a seminar on being prosperous in business and pulled it off with absolute conviction because that was what he felt: absolute conviction."

Harshaw's notion of "real" confidence may accommodate a larger tolerance for risk than many people find acceptable. Other entrepreneurs had different perspectives on real and false confidence -- almost as many as on confidence itself. Many drew a distinction between false confidence (which they defined as a serious misreading of one's own abilities) and misplaced confidence (a misreading of a market, say, or of a trusted partner). Some described false confidence as the ultimate fair-weather friend, buoying you when times are good and deserting you when they're bad. The test of real confidence, they said, is if after you lose it, it comes back.

"If you're not confident, you can't be a leader, and that's all there is to it."

--Mark Burnett

By that last standard Scott Earnest has real confidence. Earnest was the kind of kid who had an American Express card at age 17. Three years out of college, he was employed by a software company that put him in charge of a $20-million IBM account and more than 600 employees in five states. "Aren't you afraid you'll fail?" his mother once asked him. "I'm not going to fail," Earnest says he replied. "I am Confidence Man."

He brought the same type of conviction with him when he bought his first company: a pool-cleaning outfit. But his confidence made him sloppy. Pool cleaning requires administering a chemical test to determine how much chlorine goes in the water. The results appear as colored bands, and Earnest was color-blind. "I had put everything on the line," he says, "and I was standing there looking at this test result, and I said, 'Shoot, I have no idea what this means." With the company collapsing, Earnest's wife staged a "confidence intervention," inviting 15 relatives to confront her demoralized husband and one by one remind him of his strengths. He lost the business but came back soon after with CEO Inc., a successful IT-staffing firm in Boca Raton, Fla.

Should confidence be faked?

False confidence is a flaw; faked confidence is a tactic. Still, it's a tactic that entrepreneurs disagree about. Certainly, former New York City mayor Rudy Giuliani became a national hero because he radiated strength yet never tried to mask his human vulnerability during an extremely tough time. But such honesty doesn't always play well in the confidence business. Brent Habig, founder and CEO of Tigris Consulting, in New York City, says that as a consultant he must appear confident at all times. "Otherwise why are they paying me?" he asks. Yet Habig believes that "acting confident when you don't feel that way is a complicated risk that's best avoided. If your confidence isn't based in the knowledge that you can deliver, you risk letting people down."

Mark Burnett goes further, arguing that confidence can't be faked. "If you're not confident, you can't be a leader, and that's all there is to it," says Burnett, creator and executive producer of Eco-Challenge and Survivor, television programs that do for confidence what Iron Chef has done for nori and spiny lobster. "I've heard 100 times that you can fake confidence, but you can't. It takes too much of a toll. You waste too much energy."

But Habig and Burnett are in the minority. "You can't show doubt," insists Kevin Price of AccuCode. "You've got to portray yourself as absolutely certain that you can do what you say you'll do. Even if you doubt that yourself, you've got to make it seem like you don't." Most entrepreneurs interviewed agreed with that argument, and many acknowledged faking confidence at one time or another -- particularly in their early sales careers. They described the practice as harmless, like using training wheels just long enough to gain psychic balance.

That was certainly the case for Price, who started AccuCode because he needed a job. "I wasn't confident," he says, "and in many ways I wasn't qualified." Price admits that for the first three years he often faked confidence in front of customers, "and then one day I realized I was no longer faking it," he says. "I was sitting in a room of people that had more years of industry experience than I did, that were supposed to be more technically qualified than I was, but I knew more than they did. Those years gave me a chance to grow into my expertise so that now I no longer have to fake anything."

How do you build confidence?

"Both champion athletes and CEOs are good at mentally drawing upon their past successes to step into uncharted territory," says Chris Carmichael, founder and chairman of Carmichael Training Systems, in Colorado Springs, Colo., and the longtime coach of three-time Tour de France winner Lance Armstrong. "When I'm working with an athlete, I'll have them do a mental recall of what they've accomplished. If you do it right, the athlete starts to swell with confidence."

Success, of course, derives from a combination of things: experience, mastery, native talent, propitious external factors, and luck. Most entrepreneurs they interviewed said they develop confidence through mastery and experience, principally in domains that are important to their jobs. They read business books. They attend conferences and seminars. They take classes in negotiating and salesmanship and public speaking (although many CEOs appear to view fear of public speaking as a charming flaw, like not being able to carry a tune).

They also consult with peer groups, mentors, and coaches of various stripes. Jeff Sinelli began modeling his leadership style on Genghis Khan after launching the Genghis Grill restaurant chain in Dallas. He supplements the wisdom of the Mongolian marauder with advice from his pastor ("he's very business savvy"), a business coach ("he found out what makes me dynamic and what my gifts are"), a psychologist ("we talk on the phone once a month about business, family, girlfriends, everything"), and a growing gallery of mentors that includes restaurant magnate Norman Brinker.

Some people seek to develop expertise in numerous disciplines, intent on becoming a human Swiss Army knife that can handle any task the business world throws at them. The confidence that helped Brent Habig launch Tigris Consulting "was in my ability to do a variety of things," he says. Proficient at programming, project management, recruiting, and accounting, he knew that whenever a problem arose, he could "jump in and solve it myself," he says.

Psychologist Ros Taylor, founder of London-based consultancy Ros Taylor Ltd., has created a whole grab bag of exercises for developing confidence. Many of those techniques received widespread exposure in England when she served as the key presenter and adviser on Confidence Lab, a popular BBC program in which 12 shrinking violets set out to reinvent themselves in seven days using tools such as art therapy and salsa lessons. Taylor believes that a wide-ranging confidence can be built virtually from scratch -- and that it can be built quickly. "People learn to drive within a week," says Taylor. "They learn French in a week if they're rushing off. They live and breathe these skills. I think it's exactly the same with confidence."

The skills that Taylor promotes are in such areas as making good first impressions, improving posture, and thinking positive thoughts. She asks clients to concoct 30-second commercials about themselves, to compile lists of self-descriptive adjectives, and to practice asking open-ended questions for conversation starters. It may sound a little too easy, but Taylor points to the Confidence Lab graduates who, within just nine months of the show's airing, had asked for and received promotions, landed prestigious new jobs, and -- in two cases -- launched companies.

"Psychologically, action precedes change," insists Taylor. "If you start doing things in a more confident fashion, it feeds back to your nervous system that you might actually be confident. All these people went through profound cognitive shifts about what they could do internally."

Is there such a thing as general confidence?

No, there is not. For Kagan, that point is the postulate for everything else he has to say about the subject. "Individuals have confidence in specific domains," he says flatly. "I am very confident about my knowledge of child development. I have no confidence in my knowledge of how computers work. You don't have general confidence."

Yet some factors that contribute to confidence have nothing to do with particular talents or fields of expertise. A belief in God is one. Environment is another: many entrepreneurs stress the salutary effects of familiar, controllable surroundings. That's one reason that Stephen Rosa, founder and CEO of Advertising Ventures, in Providence, purposely built his business just across a bridge from the street where he was raised. "It keeps me grounded," says Rosa. "It's comforting to see the rooftop of the house I grew up in."

Can't confidence gained in one area carry over into another?

Some people believe it is possible to accumulate a kind of capital of confidence by stretching physical limits and conquering their fears. That capital, they believe, can then be drawn upon to meet the challenges of their business and personal lives. A full 10% of the entrepreneurs interviewed for this story have jumped from planes; another 10% either have climbed or are preparing to climb mountains. Don Preston, founder and CEO of Loss Mitigation Services, in Paris, Tex., jumped out of a plane six weeks after leaving a secure job to launch his first company, a carpet retail business. "We went out in a little Cessna, and I had to actually climb out on a wing before I jumped," says Preston, who has since sought confidence by walking on hot coals. "I'm afraid of heights, but I figured if I could sky dive, I wouldn't be scared of anything."

If you lose your confidence, how do you get it back?

Auction company CEO Deborah Weidenhamer expects to suffer occasional emotional ebbs and has something approaching a system for weathering them. She hoards successes, refusing to savor them when they happen so that in downtimes they can be pulled from her mental drawers and experienced afresh. She beefs up her mentoring and coaching of employees to remind herself of what she has to offer. And when things get really bad -- as they did five years ago -- she seeks help from friends and business associates. Hundreds of them.

On February 24, 1997, Weidenhamer mailed -- by regular post, no less -- a letter to 350 friends, relatives, customers, vendors, and other associates. "This is a hard letter for me to write, because I don't like asking for help," the message began. She went on to describe working 15 to 17 hours a day, seven days a week, at a company that was teetering on the brink of failure. "I am not able to work any more hours in the day," Weidenhamer continued. "I can't afford to hire an administrative person right now, and I can't afford to pay a salesperson anything other than commission.... I can't borrow money for the interim on my contracts, because I have put everything into the company.... I need your prayers and support. If you have any ideas, please call me or write.... "

Admitting that she needed help was "a life-changing experience," says Weidenhamer, who received more than 100 responses, including ideas that improved her operations and support that improved her morale. "I think when people see you as self-confident, they don't even bother to say anything. They think you've got it under control. They assume you don't need even a word of encouragement."

Three months later the company was back on track, and Weidenhamer knew it would be viable. "What really helped most was my customers who called and said, 'You're the best we've ever worked with," she says. "That's when I said, 'I can keep doing this. I can keep pursuing the goal."

Why is confidence like sex?

Because for both, the most important organ is the brain.

Confidence is by definition about action, but many entrepreneurs boost theirs using popular mental exercises or idiosyncratic sleights of mind. The technique most commonly mentioned was visualization. Carmichael says that detail is key to effective visualization. "You can't say, 'Oh, you'll go to the race, and it'll feel great, and you can feel yourself crossing the line and winning," he explains. "You've got to say, 'OK, there are four hills in that race. The first is only three kilometers long. It's not that hard. The average grade is about 6%. But the second hill. You know that hill. That climb is long, it's 12%, and you know after the third switchback it pitches up to 14%.' You have to get that detailed."

Other techniques are less structured and more a matter of managing perspective. Take for example, Arkady Maydanchik, founder of Arkidata Corp., an information-integration company in Downers Grove, Ill. The supremely confident Maydanchik has challenged a friend to a game of golf at Pebble Beach next August. The friend has been playing for 30 years and has a 12 handicap. Maydanchik has been playing for five months and has yet to make it off the practice range.

Maydanchik believes in his triumph on the links for the same reason he believes in Arkidata's continued success and in the success of pretty much every other endeavor he's embarked upon. That is, he is able to mentally defang the odds. "When you talk about something being a 1 to 10,000 chance, at the end of the day either it happens or it doesn't," says Maydanchik, a former researcher in probability and statistics. "And it might happen. Most people who started to play golf could not beat an experienced player in one year, so you might assign a 1 in 10,000 chance to that outcome. But every endeavor is unique. If I have the talent of Tiger Woods -- seemingly long odds, but nobody knows in advance whether or not I do -- I would argue that it is a sure bet that with significant practice and a good teacher I will beat my friend next year."

And who has the confidence to argue with that?

Leigh Buchanan is a senior editor at Inc.

Please E-mail your comments to editors@inc.com.


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