A00-240 benefits - SAS Statistical Business Analysis SAS9: Regression and Model Updated: 2023 | ||||||||||
| Our A00-240 Practice questions with braindumps are best | ||||||||||
 |
||||||||||
|
Exam Code: A00-240 SAS Statistical Business Analysis SAS9: Regression and Model benefits June 2023 by Killexams.com team | ||||||||||
A00-240 SAS Statistical Business Analysis SAS9: Regression and Model This exam is administered by SAS and Pearson VUE. 60 scored multiple-choice and short-answer questions. (Must achieve score of 68 percent correct to pass) In addition to the 60 scored items, there may be up to five unscored items. Two hours to complete exam. Use exam ID A00-240; required when registering with Pearson VUE. ANOVA - 10% Verify the assumptions of ANOVA Analyze differences between population means using the GLM and TTEST procedures Perform ANOVA post hoc test to evaluate treatment effect Detect and analyze interactions between factors Linear Regression - 20% Fit a multiple linear regression model using the REG and GLM procedures Analyze the output of the REG, PLM, and GLM procedures for multiple linear regression models Use the REG or GLMSELECT procedure to perform model selection Assess the validity of a given regression model through the use of diagnostic and residual analysis Logistic Regression - 25% Perform logistic regression with the LOGISTIC procedure Optimize model performance through input selection Interpret the output of the LOGISTIC procedure Score new data sets using the LOGISTIC and PLM procedures Prepare Inputs for Predictive Model Performance - 20% Identify the potential challenges when preparing input data for a model Use the DATA step to manipulate data with loops, arrays, conditional statements and functions Improve the predictive power of categorical inputs Screen variables for irrelevance and non-linear association using the CORR procedure Screen variables for non-linearity using empirical logit plots Measure Model Performance - 25% Apply the principles of honest assessment to model performance measurement Assess classifier performance using the confusion matrix Model selection and validation using training and validation data Create and interpret graphs (ROC, lift, and gains charts) for model comparison and selection Establish effective decision cut-off values for scoring Verify the assumptions of ANOVA Explain the central limit theorem and when it must be applied Examine the distribution of continuous variables (histogram, box -whisker, Q-Q plots) Describe the effect of skewness on the normal distribution Define H0, H1, Type I/II error, statistical power, p-value Describe the effect of demo size on p-value and power Interpret the results of hypothesis testing Interpret histograms and normal probability charts Draw conclusions about your data from histogram, box-whisker, and Q-Q plots Identify the kinds of problems may be present in the data: (biased sample, outliers, extreme values) For a given experiment, verify that the observations are independent For a given experiment, verify the errors are normally distributed Use the UNIVARIATE procedure to examine residuals For a given experiment, verify all groups have equal response variance Use the HOVTEST option of MEANS statement in PROC GLM to asses response variance Analyze differences between population means using the GLM and TTEST procedures Use the GLM Procedure to perform ANOVA o CLASS statement o MODEL statement o MEANS statement o OUTPUT statement Evaluate the null hypothesis using the output of the GLM procedure Interpret the statistical output of the GLM procedure (variance derived from MSE, Fvalue, p-value R**2, Levene's test) Interpret the graphical output of the GLM procedure Use the TTEST Procedure to compare means Perform ANOVA post hoc test to evaluate treatment effect Use the LSMEANS statement in the GLM or PLM procedure to perform pairwise comparisons Use PDIFF option of LSMEANS statement Use ADJUST option of the LSMEANS statement (TUKEY and DUNNETT) Interpret diffograms to evaluate pairwise comparisons Interpret control plots to evaluate pairwise comparisons Compare/Contrast use of pairwise T-Tests, Tukey and Dunnett comparison methods Detect and analyze interactions between factors Use the GLM procedure to produce reports that will help determine the significance of the interaction between factors. MODEL statement LSMEANS with SLICE=option (Also using PROC PLM) ODS SELECT Interpret the output of the GLM procedure to identify interaction between factors: p-value F Value R Squared TYPE I SS TYPE III SS Linear Regression - 20% Fit a multiple linear regression model using the REG and GLM procedures Use the REG procedure to fit a multiple linear regression model Use the GLM procedure to fit a multiple linear regression model Analyze the output of the REG, PLM, and GLM procedures for multiple linear regression models Interpret REG or GLM procedure output for a multiple linear regression model: convert models to algebraic expressions Convert models to algebraic expressions Identify missing degrees of freedom Identify variance due to model/error, and total variance Calculate a missing F value Identify variable with largest impact to model For output from two models, identify which model is better Identify how much of the variation in the dependent variable is explained by the model Conclusions that can be drawn from REG, GLM, or PLM output: (about H0, model quality, graphics) Use the REG or GLMSELECT procedure to perform model selection Use the SELECTION option of the model statement in the GLMSELECT procedure Compare the differentmodel selection methods (STEPWISE, FORWARD, BACKWARD) Enable ODS graphics to display graphs from the REG or GLMSELECT procedure Identify best models by examining the graphical output (fit criterion from the REG or GLMSELECT procedure) Assign names to models in the REG procedure (multiple model statements) Assess the validity of a given regression model through the use of diagnostic and residual analysis Explain the assumptions for linear regression From a set of residuals plots, asses which assumption about the error terms has been violated Use REG procedure MODEL statement options to identify influential observations (Student Residuals, Cook's D, DFFITS, DFBETAS) Explain options for handling influential observations Identify collinearity problems by examining REG procedure output Use MODEL statement options to diagnose collinearity problems (VIF, COLLIN, COLLINOINT) Logistic Regression - 25% Perform logistic regression with the LOGISTIC procedure Identify experiments that require analysis via logistic regression Identify logistic regression assumptions logistic regression concepts (log odds, logit transformation, sigmoidal relationship between p and X) Use the LOGISTIC procedure to fit a binary logistic regression model (MODEL and CLASS statements) Optimize model performance through input selection Use the LOGISTIC procedure to fit a multiple logistic regression model LOGISTIC procedure SELECTION=SCORE option Perform Model Selection (STEPWISE, FORWARD, BACKWARD) within the LOGISTIC procedure Interpret the output of the LOGISTIC procedure Interpret the output from the LOGISTIC procedure for binary logistic regression models: Model Convergence section Testing Global Null Hypothesis table Type 3 Analysis of Effects table Analysis of Maximum Likelihood Estimates table Association of Predicted Probabilities and Observed Responses Score new data sets using the LOGISTIC and PLM procedures Use the SCORE statement in the PLM procedure to score new cases Use the CODE statement in PROC LOGISTIC to score new data Describe when you would use the SCORE statement vs the CODE statement in PROC LOGISTIC Use the INMODEL/OUTMODEL options in PROC LOGISTIC Explain how to score new data when you have developed a model from a biased sample Prepare Inputs for Predictive Model Performance - 20% Identify the potential challenges when preparing input data for a model Identify problems that missing values can cause in creating predictive models and scoring new data sets Identify limitations of Complete Case Analysis Explain problems caused by categorical variables with numerous levels Discuss the problem of redundant variables Discuss the problem of irrelevant and redundant variables Discuss the non-linearities and the problems they create in predictive models Discuss outliers and the problems they create in predictive models Describe quasi-complete separation Discuss the effect of interactions Determine when it is necessary to oversample data Use the DATA step to manipulate data with loops, arrays, conditional statements and functions Use ARRAYs to create missing indicators Use ARRAYS, LOOP, IF, and explicit OUTPUT statements Improve the predictive power of categorical inputs Reduce the number of levels of a categorical variable Explain thresholding Explain Greenacre's method Cluster the levels of a categorical variable via Greenacre's method using the CLUSTER procedure o METHOD=WARD option o FREQ, VAR, ID statement Use of ODS output to create an output data set Convert categorical variables to continuous using smooth weight of evidence Screen variables for irrelevance and non-linear association using the CORR procedure Explain how Hoeffding's D and Spearman statistics can be used to find irrelevant variables and non-linear associations Produce Spearman and Hoeffding's D statistic using the CORR procedure (VAR, WITH statement) Interpret a scatter plot of Hoeffding's D and Spearman statistic to identify irrelevant variables and non-linear associations Screen variables for non-linearity using empirical logit plots Use the RANK procedure to bin continuous input variables (GROUPS=, OUT= option; VAR, RANK statements) Interpret RANK procedure output Use the MEANS procedure to calculate the sum and means for the target cases and total events (NWAY option; CLASS, VAR, OUTPUT statements) Create empirical logit plots with the SGPLOT procedure Interpret empirical logit plots Measure Model Performance - 25% Apply the principles of honest assessment to model performance measurement Explain techniques to honestly assess classifier performance Explain overfitting Explain differences between validation and test data Identify the impact of performing data preparation before data is split Assess classifier performance using the confusion matrix Explain the confusion matrix Define: Accuracy, Error Rate, Sensitivity, Specificity, PV+, PV- Explain the effect of oversampling on the confusion matrix Adjust the confusion matrix for oversampling Model selection and validation using training and validation data Divide data into training and validation data sets using the SURVEYSELECT procedure Discuss the subset selection methods available in PROC LOGISTIC Discuss methods to determine interactions (forward selection, with bar and @ notation) Create interaction plot with the results from PROC LOGISTIC Select the model with fit statistics (BIC, AIC, KS, Brier score) Create and interpret graphs (ROC, lift, and gains charts) for model comparison and selection Explain and interpret charts (ROC, Lift, Gains) Create a ROC curve (OUTROC option of the SCORE statement in the LOGISTIC procedure) Use the ROC and ROCCONTRAST statements to create an overlay plot of ROC curves for two or more models Explain the concept of depth as it relates to the gains chart Establish effective decision cut-off values for scoring Illustrate a decision rule that maximizes the expected profit Explain the profit matrix and how to use it to estimate the profit per scored customer Calculate decision cutoffs using Bayes rule, given a profit matrix Determine optimum cutoff values from profit plots Given a profit matrix, and model results, determine the model with the highest average profit | ||||||||||
| SAS Statistical Business Analysis SAS9: Regression and Model SASInstitute Statistical benefits | ||||||||||
Other SASInstitute examsA00-240 SAS Statistical Business Analysis SAS9: Regression and ModelA00-250 SAS Platform Administration for SAS9 A00-280 Clinical Trials Programming Using SAS 9 | ||||||||||
| killexams.com provide latest and updated practice questions with genuine test mock test for new syllabus of A00-240 A00-240 Exam. Practice our test questions and braindumps to Excellerate your knowledge and pass your exam with High Marks. We ensure your success in the Test Center, covering all the Topics of exam and build your Knowledge of the A00-240 exam. Pass 4 sure with our accurate questions. | ||||||||||
| A00-240 Dumps A00-240 Braindumps A00-240 Real Questions A00-240 Practice Test A00-240 dumps free SASInstitute A00-240 SAS Statistical Business Analysis SAS9: Regression and Model http://killexams.com/pass4sure/exam-detail/A00-240 Question #87 What is a benefit to performing data cleansing (imputation, transformations, etc.) on data after partitioning the data for honest assessment as opposed to performing the data cleansing prior to partitioning the data? A. It makes inference on the model possible. B. It is computationally easier and requires less time. C. It omits the training (and test) data sets from the benefits of the cleansing methods. D. It allows for the determination of the effectiveness of the cleansing method. Answer: D Question #88 A researcher has several variables that could be possible predictors for the final model. There is interest in checking all 2-way interactions for possible entry to the model. The researcher has decided to use forward selection within PROC LOGISTIC. Fill in the missing code option that will ensure that all 2-way interactions will be considered for entry. A. start = 5 B. include = 4 C. include = 5 D. start = 4 Answer: C Question #89 FILL BLANK - Refer to the confusion matrix: An analyst determines that loan defaults occur at the rate of 3% in the overall population. The above confusion matrix is from an oversampled test set (1 = default). What is the sensitivity adjusted for the population event probability? Enter your answer in the space below. Round to three decimals (example: n.nnn). Answer: 0.617 Question #90 Refer to the exhibit: On the Gains Chart, what is the correct interpretation of the horizontal reference line? A. the proportion of cases that cannot be classified B. the probability of a false negative C. the probability of a false positive D. the prior event rate Answer: B Question #91 Refer to the confusion matrix: Calculate the accuracy and error rate (0 - negative outcome, 1 - positive outcome) A. Accuracy = 58/102, Error Rate = 23/48 B. Accuracy = 83/102, Error Rate = 67/102 C. Accuracy = 25/150, Error Rate = 44/150 D. Accuracy = 83/150, Error Rate = 67/150 Answer: A Question #92 Which statistic is based on the maximum vertical distance between the primary event EDF and the secondary event EDF? A. KS B. SBC C. Max EDF D. Brier Score Answer: A Reference: https://support.sas.com/documentation/onlinedoc/ets/132/severity.pdf Question #93 DRAG DROP - Drag the adjustment formulas for oversamping from the left and place them into the correct location in the confusion matrix shown on the right. Select and Place: Answer: Question #94 An analyst knows that the categorical predictor, zip_code, is an important predictor of a binary target. However, zip_code has too many levels to be a feasible predictor in a model. The analyst uses PROC CLUSTER to implement Greenacre's method to reduce the number of categorical levels. What is the correct application of Greenacre's method in this situation? A. Clustering the levels using the target proportion for each zip_code as input. B. Clustering the levels using the zip_code values as input. C. Clustering the levels using the number of cases in each zip_code as input. D. Clustering the levels using dummy coded zip_code levels as inputs. Answer: A Reference: https://support.sas.com/resources/papers/proceedings/proceedings/sugi31/079-31.pdf Question #95 What does the Pearson product moment correlation coefficient measure? A. nonlinear and nonmonotonic association between two variables B. linear and monotonic association between two variables C. linear and nonmonotonic association between two variables D. nonlinear and monotonic association between two variables Answer: B Reference: http://d-scholarship.pitt.edu/8056/1/Chokns_etd2010.pdf Question #96 This question will ask you to provide a segment of missing code. The following code is used to create missing value indicator variables for input variables, fred1 to fred7. Which segment of code would complete the task? A. B. C. D. Answer: C Question #97 This question will ask you to provide a missing option. Given the following SAS program: What option must be added to the program to obtain a data set containing Spearman statistics? A. OUTCORR=estimates B. OUTS=estimates C. OUT=estimates D. OUTPUT=estimates Answer: D Question #98 This question will ask you to provide a missing option. A business analyst is investigating the differences in sales figures across 8 sales regions. The analyst is interested in viewing the regression equation parameter estimates for each of the design variables. Which option completes the program to produce the regression equation parameter estimates? A. Solve B. Estimate C. Solution D. Est Answer: C Reference: https://documentation.sas.com/?docsetId=statug&docsetTarget=statug_ods_examples06.htm&docsetVersion=14.3&locale=en Question #99 After performing an ANOVA test, an analyst has determined that a significant effect exists due to income. The analyst wants to compare each Income to all others and wants to control for experimentwise error. Which GLM procedure statement would provide the most appropriate output? A. lsmeans Income / pdiff=control adjust=dunnett; B. lsmeans Income / pdiff=control adjust=t; C. lsmeans Income / pdiff=all adjust=tukey; D. lsmeans Income / pdiff=all adjust=t; Answer: A Reference: https://rpubs.com/JsoLab/Stat01_L02 Question #100 SIMULATION - A linear model has the following characteristics: *A dependent variable (y) *One continuous variable (xl), including a quadratic term (x12) *One categorical (d with 3 levels) predictor variable and an interaction term (d by x1) How many parameters, including the intercept, are associated with this model? Enter your numeric answer in the space below. Do not add leading or trailing spaces to your answer. Answer: 7 For More exams visit https://killexams.com/vendors-exam-list Kill your exam at First Attempt....Guaranteed! | ||||||||||
|
Military pay will see a 4.6% increase for 2023 compared to 2022 levels, after President Joe Biden signs the new rate into law. These military pay tables apply to active members of the Navy, Marine Corps, Army, Air Force, Coast Guard and Space Force. Employee engagement and wellness are finally taking center stage in the business world. For too long, they have been viewed as the responsibility of the HR department and not an integral part of business strategy. However, it is increasingly clear that unhealthy and unengaged employees are a drag on productivity, innovation, and the bottom line. Gallup’s recent announcement that employee engagement in the U.S. had ticked up to 34% was seen as a sign of progress—but should we really settle for a situation where two-thirds of our workforce is still not fully engaged? My executive consulting practice was founded on the principle that engagement and wellness are inseparable. Healthy employees are happier and show higher rates of job satisfaction. Engaged employees show up to work with a bounce in their step and are less vulnerable to stress, a significant driver of poor health. Healthy and engaged employees, in concert with a strong workplace culture, are the secret sauce for business success. The following statistics underscore the need to make engagement and wellness strategic priorities for your organization. 1. Highly engaged teams show 21% greater profitability This finding by Gallup punctuates the fact that employee engagement consists of concrete behavior, not an abstract feeling. Organizations that view engagement as a feeling conduct employee surveys and offer perks to Excellerate the results. The report finds that the most successful organizations make employee engagement central to their business strategy. They deliver employees clear expectations and provide them with the tools and support to do their best work. Why are engaged teams more profitable? Those teams who score in the top 20% in engagement realize a 41% reduction in absenteeism, and 59% less turnover. Engaged employees show up every day with passion, purpose, presence, and energy. 2. 89% of HR leaders agree that ongoing peer feedback and check-ins are key for successful outcomes A recent report on the importance of employee recognition finds clear and regular feedback to be critical. The report also stresses the importance of what it calls values-based recognition. Feedback and recognition should always tie back to a company’s core values and mission. Employees want to be reminded that their work has purpose and meaning. This is another reminder that employee engagement should not be relegated to the HR department, but instead, be featured as a central part of overall business strategy. 3. Employees who feel their voice is heard are 4.6 times more likely to feel empowered to perform their best work Recognition and feedback are important but not enough. Today’s collaboratively-minded employee expects communication to be a two-way street. As this Salesforce report also finds, ensuring that employees’ voices are heard needs to be part of a larger push for equality and inclusiveness in the workplace. Companies with greater gender and ethnic diversity consistently outperform the competition. They more accurately reflect the diversity of society and reach more potential customers, and they incorporate a broader range of perspectives into their decision-making and strategy. Inviting more people to the table, and ensuring their voices are heard, is a win-win for everyone. 4. 96% of employees believe showing empathy is an important way to advance employee retention Empathy is an essential part of emotional intelligence, the ability to identify and manage one’s own emotions and be mindful of the emotions of others. Engagement and empathy are inextricably linked, as employees are unlikely to feel truly respected and empowered in an organization that does not show empathy. A recent report on workplace empathy reveals mixed results in this area. Employees are nearly unanimous in agreeing on the importance of empathy—yet 92% feel empathy remains undervalued. Moreover, while 92% of CEOs feel their organization is empathetic, only 50% of their employees say their CEO is empathetic. Empathy must start at the top which is one reason why teaching emotional intelligence figures so prominently in my work as an executive coach. Empathy may be a soft skill, but it pays off in improved business outcomes. 5. Disengaged employees cost U.S. companies up to $550 billion a year An exhaustive report by The Engagement Institute—a joint study by The Conference Board, Sirota-Mercer, Deloitte, ROI, The Culture Works and Consulting LLP—underscores how important engagement is to the bottom line. Interestingly, the majority of respondents recognize why they are not fully engaged. They list compelling missions, highly trusted relationships, and well-designed jobs as things they are looking for leadership to provide. This is another reason why communication is crucial to a healthy organizational culture. Employees will tell you what they need to be engaged if you listen to them. 6. 61% of employees are burned out on the job CareerBuilder’s survey on stress in the workplace also finds 31% of respondents report extremely high levels of stress at work. The survey documents how those high-stress levels manifested in poor physical health (fatigue, aches and pains, weight gain) and compromised mental health (depression, anxiety, anger). These findings emphasize the connections between wellness and engagement, and how stress undermines both. The best strategies to combat the plague of burnout are holistic approaches. Workshops on stress management and resilience will lead to a workforce that is healthier, more engaged, and more productive. 7. 89% of workers at companies that support well-being initiatives are more likely to recommend their company as a good place to work In my consulting practice, I have seen that the critical factor in determining the success of wellness programs is the involvement and commitment of senior leadership—a fact confirmed by a report by the American Psychological Association. In organizations where employees do not view leadership as committed to their well-being, only 17% would recommend the company as a good place to work. The report stresses that employee well-being cannot be addressed through a silo program but is instead a reflection of broader culture and climate within the organization. 8. 70% of employers have improved their physical environments to encourage healthy behaviors Research by Willis Towers Watson demonstrates how a growing number of employers are defining workplace health as a central part of company culture and strategy. Standalone wellness programs attract limited employee engagement and produce limited returns. Companies finally understand that wellness must permeate every aspect of an organization. Reshaping the physical environment to encourage healthy behavior includes adding healthy foods to breakrooms and restaurant delivery menus, ergonomic workstations, and appropriate lighting. 9. 61% of employees agree that they have made healthier lifestyle choices because of their company’s wellness program This is just one of many findings in an Aflac summary of current benefit trends. A comprehensive and holistic wellness program will help employees change their lifestyle and make better choices, resulting in higher productivity and job satisfaction. The same report finds that Millennials, more than any other group, factor in benefits like health and wellness programs in deciding whether to take or remain in a job. 10. 87% of employees expect their employer to support them in balancing work and personal commitments A recent Glassdoor survey reminds us that our conception of wellness has to go beyond traditional health measures. Although the idea of work-life balance is frequently misunderstood, employees are looking for help and support in attending to the non-work areas of their life. Employers can do so by being willing to offer flexible work schedules, and by encouraging employees to utilize vacation time. The embrace of employee wellness and engagement as strategic imperatives is a significant paradigm shift in the business world, one that will only grow stronger in the coming year. Evolved leaders will bring a spirit of innovation to their employee engagement and wellness initiatives, and deliver them the same energy and care as their core products and services. Organizations that ensure their employees flourish and thrive will always be ahead of the curve. The company that thinks it has squeezed every unnecessary expense out of IT operations is in for a surprise. Many might be ignoring preventable costs associated with their printing and imaging systems. Printers, fax machines, scanners and copiers are often so far under the radar of budget hawks that some organizations don’t even have a clear idea of what they spend each year for hardware, toner, ink cartridges, paper and management overhead. The lack of oversight exists partly because the equipment is paid for from numerous budget pots — hardware capital expenses, supplies from individual departments and electricity from the facilities department. Without central control, print services costs can go undocumented, which means spending goes unmanaged. But a growing number of IT managers have found they don’t have to live with unchecked or unnecessary printing costs. Instead, they are turning their printing environments over to specialists who offer managed print services. These turnkey approaches optimize printing resources, saving organizations money and relieving the IT department of service and support responsibilities. Managed Print Services Benefit #1: A Range of ChoicesManaged print contracts come with a wide variety of options, but most start with a service provider’s assessment of the organization’s current infrastructure to determine exactly what equipment is in place and how much it costs the business. Sometimes this can be an eye opener. According to the tech analyst firm Gartner, organizations spend from 1 to 3 percent of their annual revenues on printing. “But when you talk about how much they spend on print, they often don’t have a clue,” says Chris Iburg, director of managed print services for Xerox. “That includes how many devices they have and how the devices are being used.” Managed print services can be most beneficial for organizations that are highly document intensive. Law offices, for example, may see a savings of 41 percent with the right managed service, according to research firm InfoTrends, while financial firms and healthcare organizations can expect an average savings of 33 percent and 27 percent, respectively. The savings start with right sizing — the move by service providers to turn the assessment data into an opportunity to find ways of eliminating unnecessary equipment. Managed print contracts, which typically span three to five years, also include ongoing monitoring of printing volumes so service providers can make sure devices stay stocked with toner or ink. Service providers also perform routine maintenance on equipment and step in to fix any breakdowns that occur. In return, the user pays a set monthly fee that’s often based on a per-page rate negotiated at the start of the contract. The monthly fee covers acquisition of any new equipment, consumables and maintenance services. Many enterprises see a number of advantages to this approach. A formal approach to managing the devices can be a catalyst for big cost savings and an increase in office efficiency, according to Bruce Dahlgren, senior vice president for managed enterprise solutions at HP’s Imaging and Printing Group. The average Fortune 1000 company can save up to 700 metric tons of paper annually and reduce energy costs by up to 40 percent, he estimates. Managed Print Services Benefit #2: Predictable PrintingManaged print services will also make printing costs more predictable, so even if an old device needs to be replaced, the organization’s capital expense budget doesn’t take a hit. With MPS, the enterprise consolidates its spending for consumables across the whole organization rather than losing out on volume discounts when each department buys its own supplies. Also, the organization does not spend money to keep toner or ink inventory on hand to keep machines constantly supplied with consumables. “There are toner cartridges sitting in stockrooms,” Iburg points out. “And that inventory has costs associated with it.” Managed print contracts can also help companies make better use of their IT staff. “Organizations are really trying to free up IT resources to drive strategic initiatives. The last thing they want to think about is managing their printers,” Iburg says. He adds that a service provider can also help the enterprise address regulatory compliance requirements for documents in specific vertical markets. These benefits are helping the managed print model gain steam among organizations of all sizes. When the final numbers are tallied for 2011, the market in North America for managed print could hit $17.5 billion, or about 20 percent more than in 2010, according to Scott Dunham, an analyst with the Photizo Group, a research organization that tracks the industry. He adds that the down economy in recent years may have spurred managed print services. This is especially true for larger enterprises that have looked to the solution for new ways to cut costs and consolidate IT infrastructures. Managed Print Services Benefit #3: Hardware ConsolidationRightsizing the print environment is a vital first step because most organizations maintain far more printers, copiers, scanners and fax machines than they need, according to Dunham. To determine the right amount of hardware, a service provider must create not only an accurate count of all relevant hardware, but it must log the age of each unit and its monthly use volumes. In some large and midsize enterprises, the totals may average one device for every one or two employees. After an analysis by a printing technology expert, the numbers often change to a more practical ratio of one device for every six employees. “When you reduce the number of devices, you are not just saving on ink and toner, you are saving on a lot of other expenses, such as electricity bills,” Dunham says. Print experts can reduce the hardware count without impacting productivity by finding more efficient hardware options, such as multifunction printers (MFPs), which combine a printer, copier, scanner and fax machine within a single device. Once expensive, MFPs have steadily come down in price, with many workgroup models selling for under $700. The price becomes even more affordable because the duty cycles of these units are high enough to serve entire workgroups. This results in an overall shrinking of the hardware footprint. And the resulting cost cutting can have a ripple effect throughout a business. Industry estimates show that for every $1 spent on printing — for toner, ink and other supplies — organizations spend another $9 to manage the printing environment. This includes the time staff spends to place purchase orders or drive to suppliers to get consumables. Interestingly, research shows the use of tablet PCs helps to lessen print costs. recent studies by Morgan Stanley and CompTIA indicate that the benefits that come with tablets — mobility, collaboration ease, screen resolution and size — support this trend. William F. Buckley has been called the patron saint of American conservatism. Many were surprised in 1996 when he argued for the legalization of all drugs in his National Review. He titled his piece: “The War on Drugs Is Lost.” After that initial bombshell, he devoted many columns to his crusade to end what he called the insanity of attacking drug abuse as a crime rather than as a condition in need of treatment. He spelled out the details of the damage being done. Many of his followers were shocked and accused him of aligning himself with radicals on the far left. Five years later, in 2001, Portugal became the first nation to decriminalize the possession and use of all drugs, including heroin and cocaine. Since legalization has been the law there for over 20 years, results have been extensively studied. The positive outcomes that Buckley predicted have been confirmed.
People are also reading…Benefits fall into a number of categories. First is the issue of rates of addiction and overdose deaths. While drug abuse and death rates have continued to rise in the rest of Europe, Portugal’s rates have continued their overall decline since legalization. For example, the percentage of deaths among the population of Scotland is 50 times higher than Portugal’s. Before legalization, they were about the same. Further, the prevalence of drug abuse has always been closely associated with crime. Police, the courts and the prison system have been freed from a tremendous burden in Portugal, leaving resources available to deal with other crimes. The percentage of inmates in correctional facilities for drug offenses has dropped from 40% to 16%, while rates of imprisonment on drug charges have risen in the rest of Europe. And the rate of street crimes associated with drug use remains high elsewhere, but has dropped dramatically in Portugal. Three key overdose statistics decreased in Cayuga County last year after reaching highs in 2021, a promising sign for recent efforts to combat… And, in spite of the fears of some that legalization would lead to increased overall drug use, the opposite has been the case, especially among young people. Drug use rates there are now among the lowest in Europe. Recently, the Czech Republic, the Netherlands and Switzerland have also gone the route of total drug legalization. Here in the United States, Oregon became the first state to take the leap. In 2020, voters there overwhelmingly passed measure 110, which decriminalized small quantities of all drugs. No other states have yet followed suit. But change is in the wind. Lawmakers have become aware of the catastrophe of ever-increasing drug overdose death rates, which now exceed 100,000 victims nationwide per year. This is 10 times higher than the rates when Buckley began his crusade. It is apparent that Buckley was correct. The war on drugs has been lost. But now it is generating casualties across all social classes, not just among the poor and people of color. The drug crisis now hits close to home for almost all of us, even members of Congress. Change is taking the form of state-by-state efforts to reduce deaths and implement treatment. Lawmakers in many states, both liberal and conservative, are moving toward dealing with drugs as a public health problem instead of a law enforcement problem. The Texas House of Representatives voted last month to decriminalize test strips to check drugs for fentanyl, the potent opioid that is often mixed into heroin and greatly increases the risk of death. Other states have reduced drug-related criminal penalties and approved needle exchange programs. Some have redirected funds from law enforcement to treatment programs. The verdict from Portugal is that decriminalization is important because it reduces the stigma of drug addiction, moving people out of the shadows and allowing for treatment. But the impressive improvements have resulted from a multifaceted attack, including visible public service promotion of awareness, high-quality treatment programs, intensive outreach into schools to educate children on the dangers of addiction, needle exchange programs, training in the use of the lifesaving drug Narcan, and the building of clubhouses and recreational facilities for addicts and their families. Two nonprofit organizations in the Auburn area have been tirelessly working for more than half a decade to implement these very changes: The Heroin Epidemic Action League and Nick’s Ride 4 Friends. These organizations are providing a clubhouse, support meetings, outreach and educational programs, and many other services to combat this plague and to save lives. Our community is fortunate that these courageous and hardworking people are taking action now and not waiting for slow-moving changes at the governmental level. They deserve our wholehearted support. Dr. Victor Garlock, a retired psychology professor at Cayuga Community College, is the author of “The Gift of Psychology,” a recently published collection of monthly articles originally published in The Citizen during the past six years. He is also author of the earlier book “Your Genius Within: Sleep, Dreams, and Hypnosis.” Dr. Garlock offers a limited number of personal counseling sessions at The Center, a holistic health center in Auburn. For information, call (315) 704-0319 or visit thecenter4wellness.com. Keeping employees engaged is in the best interest of every small business owner. But often, that’s easier said than done. Figuring out what employees want is vital to keeping them happy. Let’s look at some fascinating employment engagement statistics that can help you Excellerate employee engagement, productivity, and retention. The Importance of Employee EngagementIt pays to ensure your employees are happy and engaged. Otherwise, you risk the loss of revenue, poor productivity, and bad customer reviews. It can also mean you lose your talent to competition, which is especially hard in the current business climate. When motivated, employees go the extra mile for your business and help you gain more customers. At a time when employee attrition is on the rise, it is particularly important for you to focus on boosting employee engagement. Here are some employee engagement statistics that prove how a lack of engagement leads to a decline in performance.  © Depositphotos employee engagement statistics
The Connection Between Engagement and PerformanceRecognizing the efforts of your employees goes a long way in boosting their morale and productivity. And there are some simple things you can try to show them you value their contributions. A note of appreciation and a thoughtful gesture can help you boost employee engagement. According to a recent study, businesses with highly engaged employees were more profitable. It’s not difficult to understand why. When employees are happy, they go out of their way to contribute towards company growth. Data shows engaged employees outperform their colleagues. So from a profitability perspective, it makes sense to keep employees engaged. Employee Retention and Turnover RatesMost employees today want a job that excites them and aligns with their expectations and values. An absence of both means employees feel like they are working in a boring company. Most employees would quit their boring jobs and find something more meaningful and fulfilling. When it comes to their job, money is not the biggest reason to look out for another opportunity. Most employees will happily stay in a company with a positive work culture. For millennials and Gen Zs in particular, other factors play a much bigger role. This is a great insight for small businesses that do not have the budget to retain engaged employees. By focusing on other relevant aspects, they can boost employee engagement. And that’s crucial in the current market landscape, where employees quickly leave jobs when they are unhappy. Training and onboarding new employees is challenging for small businesses. That’s why it’s way more profitable to minimize employee turnover. The average cost of losing an employee is thousands of dollars. This doesn’t even cover the time to find the suitable replacement. Employee Engagement Statistics: Measuring Engagement LevelsSo, what’s influencing employee engagement? There’s not just one factor. Employees weigh all aspects of working in a company. What’s the company culture? What’s their role in the company? Who are their co-workers? These are all important factors for employees. Lack of engagement at work is influencing people to start looking outside. The engagement statistics clearly show that productive employees feeling demoralized at work do not want to wait in the wings for things to fall into place. They would rather find another job. Engaged, Disengaged, and Actively Disengaged EmployeesShockingly enough, employee disengagement is a prevalent theme across industries. 85% of disengaged employees are either unengaged or actively disengaged. Companies are not looking at employee engagement statistics and creating a solid strategy to boost employee morale. Not surprisingly, therefore, companies are losing a lot of money every year. Demotivated or unengaged employees often stay under the radar and if their concerns are not addressed, they tend to take part in quiet quitting. Actively disengaged employees are bad news for any organization. Such employees are disloyal and disgruntled because most their expectations are not met. In recent years, the number of actively disengaged employees has risen sharply. When companies monitor employee engagement, looking for such employees and finding ways to address their concerns is essential. Factors Influencing Employee EngagementFor most millennial and young employees, good company culture is essential. They look for positive aspects of a healthy work environment that’s good for their mental well-being. A growing number of employees today understand the importance of drawing a line between their job and personal life. So options such as work from home and flexible work hours have come to be expected from employers. For many employees, not finding a clear career path is a challenge. This is particularly true for those working in flat organizations. Engaged employees know where their careers are headed in the same organization. And that’s a key factor that keeps them motivated. As an employer, you should consider creating more opportunities for growth to retain talent. Best Practices for Fostering Highly Engaged EmployeesCreating a solid company culture that focuses on employee engagement as part of its business strategy is not as difficult as it may sound. A growing number of businesses are devising new policies that can Excellerate employee satisfaction. Let’s look at some of the best practices to boost employee engagement rates. Effective Communication and CollaborationCollaboration and teamwork play a crucial part in creating the right company culture. An absence of collaborative teamwork can lead to employees feeling disengaged from the rest of the company. When employees don’t get the information they need or find it difficult to voice their opinions, they start losing confidence in the company. Lack of communication between employees and their bosses is another aspect that needs to be addressed. When managers communicate openly, it makes things easier for the employees. Interestingly employee engagement statistics show effective communication is not only great for lifting an employee’s performance, but also in improving the overall team’s productivity. That’s because when a team communicates often and clearly, it achieves faster results and gains solutions to problems. Employee Recognition and FeedbackEvery employee wants to feel valued. So recognizing and appreciating their work is crucial to building employee morale. Recognition can take many different forms. For example, you may assign more important tasks to the employees who continuously outperform to prove their competence. Creating a truly open work environment necessitates clear communication. And that involves breaking down silos and answering questions. The whole idea is to make the employees feel comfortable when they have questions for the higher ups. Challenges in Boosting Employee EngagementOf course, boosting employee engagement is no walk in the park, especially in post-pandemic work where everyone prefers flexible work opportunities. On top of that, businesses today must adapt themselves to meet the expectations of a diverse workforce that has different set of priorities. Let’s explore in more detail. Generational Differences in Employee EngagementSticking to a bad job just because it’s new doesn’t resonate with most millennial employees. They would rather quit and find another job that meets their expectations. The key to engaging these young employees is creating an open and happy workplace that focuses on mental wellbeing. To attract Gen Z employees, creating an informal workplace where things are more easygoing is important. Doing away with strict rules about collaboration, for example, can be a great idea. Contrast this with millennials and Gen Z employees who see flexible work hours as the most efficient way to boost productivity. For an organization focused on employee retention, it’s not always easy to find the middle ground that works for everyone. If engagement statistics are to go by, organizations need to listen to every employee and create a more holistic work environment that meets everyone’s expectations. Remote Work and Employee EngagementThis is especially true when you have team meetings and connectivity is not that great. Moreover, in large meetings many employees may not feel comfortable sharing their opinions. Reaching out to such employees and ensuring they feel comfortable is important. From managers’ perspective, remote work has made monitoring employees and their engagement at work more challenging. Another challenge of managing remote workers is networking and gaining visibility in the organization. This is becoming even more challenging as companies start adopting the hybrid model. Remote employees who are never in office will find it difficult to gain visibility, which may impact their ability to find future job opportunities in the organization. The Future of Employee EngagementWith the world rapidly evolving, employee engagement too is going through its own share of changes. And that’s a good thing. Businesses and employees cannot expect processes and company cultures to stay the same when employees and their realities are shifting. Let’s look at some of the potential trends that will have an impact on employee engagement in the future. Emerging Employee Engagement Trends With the majority of employees being positive about wellness programs in their companies, more employees are likely to introduce these programs to encourage work life balance. For most employees today, flexibility equals work life balance. It is in fact, one of the key factors that determines where they work. So, more companies will have to find a way to provide flexibility to their employees. During the pandemic, employees and businesses saw that working remotely is not a crazy idea to maintain productivity. Given that the cost of living is continuing to rise, more employees would want to work remotely to manage expenses. Cloud technology had already made it possible to work remotely from anywhere in the world. Since remote work seems like it’s here to stay, cloud adoption will only increase. This is useful for human resources professionals, in particular, as they continue to support a number of remote employees. The Role of Innovation in Employee EngagementConsidering professional growth is a key priority for employees, a number of online tools and innovative platforms have emerged in the market. Take e-learning for example. Many companies are getting employees enrolled in programs that can help them progress in their careers. Through these innovative tools, businesses will continue improving employee engagement. Many businesses are offering work from home packages to employees to help them work smoothly. Some are also reimbursing workers for internet so they can work easily from their own homes. FAQ: Employee Engagement StatisticsWhy is employee engagement important for businesses?At a time when businesses are trying to recover from the pandemic, losing valuable employees is not an option. This is particularly true because replacing them takes a lot of time and costs money. What factors influence employee engagement levels?Some of the key factors that influence employee engagement levels include job satisfaction level, company culture, work environment and career development opportunities. Data suggests 37% of employees prioritize recognition as a key factor determining their engagement level. What are the best practices for fostering highly engaged employees?To increase the number of engaged employees, employers must first review their corporate culture. A key factor behind employee disengagement is the feeling of not being heard. In highly engaged business units, transparency, open discussions and collaboration are greatly valued. What challenges do organizations face in boosting employee engagement?Typically, organizations find it difficult to balance their act while catering to the expectations of various employees at different levels and age groups. For example, what works for a millennial may not work too well for a Gen X employee. Another challenge is the rapidly changing work environment. To Excellerate employee retention, organizations must adapt. What is the future of employee engagement and its potential impact on the workplace?In the future, employee engagement will continue to focus on maintaining work life balance. Thanks to new technology, working remotely will become even more easier. But this will also present some new challenges as you work toward building a successful small business team. The question is are companies truly ready to embrace the flexible work model? In many cases, this is pretty straightforward. In other industries, this may require a mindset shift. Image: Depositphotos Employers paying for employee benefits in the United States pay an average of $11 per employee per year for civilian workers. In addition to their average salary and wage of $25 per hour, they are paid an additional $82 per hour. The hourly rate is 91. The average total compensation is $37 when all factors are taken into consideration. 73 cents per hour How much does small business insurance cost?PolicyMedian costAverage costGeneral liability$42/month$65/monthBusiness owner's policy (BOP)$53/month$99/monthProfessional liability (E&O)$59/month$97/monthWorkers' compensation$47/month$111/month How much does it cost to offer insurance to employees?How much does health insurance cost per employee for a company? The cost of health insurance varies greatly, but in 2020, the average annual premium for employer-sponsored coverage was $7,470 for single coverage and $21,342 for family coverage. How much does a company pay for employee health insurance?In accordance with the American Group Insurance Association, the average cost of a group insurance program ranges between $1,500 and $4,000 per employee per year. For many businesses, spending in that range is a no-brainer, especially when you consider the advantages your company will reap. Do employees have to pay for insurance?Employers are not required by law to provide health insurance to their workers. Employers with 20 50 or more full-time employees (or the equivalent in part-time employees) must provide health insurance to 95% of their full-time employees or pay an IRS penalty or% How do I provide insurance for my employees?Pay a visit to HealthCare. To apply for the SHOP Marketplace, choose a plan, complete your coverage offer, manage employee coverage, and pay your premiums, visit .com/small-businesses/. You can also encourage employees to do so by providing them with a link to the SHOP Marketplace. Various coverage options are available. Are employee benefits expensive?Employer benefits cost an average of $11 per employee. The Bureau of Labor Statistics conducted a survey in late 2018 that found that the going rate for hourly wage is $60. The average total hourly cost of employment was reported to be $36 in the same survey. There are 63 items in total, with $25 being the most expensive. Wages and salaries make up the third category. What are the most expensive benefits given to employees?It should come as no surprise that health, dental, and vision insurance are the most highly valued benefits among employees. The most expensive benefit available to employees is health insurance. Individual coverage costs approximately $6,435 and family coverage costs $18,142. What are typical benefits offered to employees?Employee benefits are any additional perks provided to them in addition to their salary. Most companies offer insurance benefits such as medical, disability, and life insurance; retirement benefits; and paid time off. The value of benefits can be substantial. How much does a 1 million dollar business insurance policy cost?For $1,000,000 of basic professional liability insurance, your company may pay between $300 and $1,000 per year on average. This cost is determined by the aforementioned factors. How much is business insurance for an LLC?An LLC's liability insurance policy typically costs between $300 and $1,000 per year; however, different types of businesses will have different needs and face different risks. what does it cost a small business to provide insurance for employees?A health insurance program for employees can be an expensive affair for small businesses. According to a 2020 Kaiser Family Foundation report, the average annual health insurance premium for small firms was: $7,483 for single coverage, of which employers contributed $6,297, or 84 of How much does it cost a small business to provide benefits?A small business owner may find it difficult to offer employee benefits because it seems too expensive. Benefits account for approximately 30% of overall employee compensation costs, with a national average of $11. According to the Bureau of Labor Statistics, benefits account for approximately 30% of overall employee compensation costs. There are 48 working hours per day. How much is small business health insurance?How much do small business owners have to pay for health insurance? A small group health insurance plan in 2018 costs on average $409 per month per person, while an individual plan costs $440. The average annual deductible for small group health plans was $3,140, compared to $4,578 for individual plans. Do small businesses have to pay for health insurance?Small businesses with fewer than 50 employees are not required to provide health insurance benefits to their employees under the Affordable Care Act, nor are they required to pay an IRS penalty if they do not. Employees value health insurance benefits regardless of the size of their employer. How much does healthcare cost per employee?
How can a small business provide benefits?
What are cost of benefits?A cost-benefit analysis (CBA) is a method of weighing the advantages of a decision or action against the costs of doing so. As a result of the decision to pursue a project, a CBA includes measurable financial metrics like revenue earned or costs saved. How much money do small businesses spend on health insurance?According to a 2020 Kaiser Family Foundation report, the average annual health insurance premium for small firms was: $7,483 for single coverage, of which employers contributed $6,297, or 84 of Employers contributed $13,618 or 67% towards family coverage, which amounts to $20,438, or $20,538, for single coverage. Is health insurance cheaper for small business?Small business health insurance premiums in California are typically lower than personal health insurance premiums. Small business plans are less expensive than individual plans in higher coverage tiers (e.g. g. Platinum / Gold) Can I buy health insurance through my small business?Small businesses have access to a health insurance market, which means they can find coverage options that are both affordable and tailored to their specific needs. options: Fully funded: This type of insurance plan includes all health care costs paid by employers. How can a small business get group health insurance?Employers buy small group health insurance plans and then offer them to their workers. In most states, you must have at least one employee, contribute to employee premiums, and sign up at any time throughout the year rather than just during open enrollment. How do small business owners get health insurance?You have two options for health insurance as a small business owner with Healthcare. gov, a. There is a marketplace. You can buy an individual health insurance plan if you're a sole proprietor. Bronze, silver, and gold plans may be available, with a variety of monthly premiums, deductibles, and coverage options. How much is health insurance for small business owner?In 2018, the average monthly premium for a small group health insurance plan was $409, compared to $440 for an individual plan. The average annual deductible for small group health plans was $3,140, compared to $4,578 for individual plans. Do employers make you pay for health insurance?83 percent of single coverage premiums are paid by employers Employers typically pay 83 percent of annual premiums, or $6,200. Employees were asked to pay the remaining 17%, or $1,270 per year. The standard insurance policy totaled $21,342 a year for family coverage with employers contributing on average 73%, or $15,579. It’s hard to imagine why anyone would be in favor of a central bank digital currency, or CBDC. The benefits are few and far between but the risks of abuse are severe. While CBDC boosters may profit from advocacy or working to secure CBDC design contracts with governments, it is governments that are likely to see the lion’s share of potential CBDC benefits. Nicholas Anthony is a policy analyst in the Cato Institute’s Center for Monetary and Financial Alternatives. Norbert J. Michel is vice president and director of the CMFA. Even longtime supporters of central banking recognize that CBDCs would offer no unique benefits to the general public. “I keep asking anybody … to explain to me what problem [CBDCs are] solving,” said Neel Kashkari, president of the Federal Reserve Bank of Minneapolis. “And all I get is a bunch of hand-waving.” As we have explained at length in a new policy paper for the Cato Institute, a libertarian think-tank, CBDC proponents have been quick to list many potential benefits – but these benefits largely fail under any amount of scrutiny. Consider just one of the arguments: that a CBDC will Excellerate financial inclusion. According to surveys by the Federal Deposit Insurance Corporation (FDIC), people most commonly lack bank accounts because they either do not have enough money to meet minimum requirements, want to preserve their privacy or do not trust banks. A CBDC is unlikely to help with any of these issues. Let’s start with trust. A CBDC might sound like an attractive alternative for people that don’t trust the banks, but there’s a problem: People don’t trust the government either. Pew Research has found public trust in the U.S. government is at historic lows. Scratch that off the list, then. What about privacy? Banks do ask a long list of questions and make customers jump through several hoops. But it would be a mistake to think a CBDC is a solution when much of this information is collected because the government has deputized banks as law enforcement investigators under the 1970 Bank Secrecy Act regime. Although privacy enhancing technology is available, central bankers from the Federal Reserve to the European Central bank have already said anonymity is off the table. In other words, a CBDC may very well be the capstone in the Bank Secrecy Act regime. That just leaves the minimum balance requirements to consider. Set aside that income levels are a broader economic problem and assume that a CBDC is subsidized so that there are zero minimum requirements and even zero fees. That might fix the cost barrier at first glance, but it brings forth a larger problem that has been looming in the background this whole time: money and finance are not one in the same. A no-fee CBDC account might let someone holding cash to then convert it in order to transact digitally, but a person is no more integrated into the financial system than if they were simply given a prepaid card. And giving them a prepaid card is something that can be done today. Better yet, it does not require reinventing the money in everyone’s pockets. It only takes a small amount of scrutiny to see how problems plague other purported use cases. Put simply, CBDCs are ill suited to help financial inclusion, too late to Excellerate payments, unlikely to advance monetary policy and simply no solution for maintaining the dollar’s world reserve currency status. So why would people be for CBDCs? Most people who know about CBDCs are not for them. Yet government officials, CBDC advocacy groups and government contractors are another matter. Unfortunately, it seems governments recognize that CBDCs are one of the best tools for solidifying their control over money and payments. It was only just recently that a former adviser to President Biden testified before Congress that a CBDC would be the “single best step” to crowd out cryptocurrencies. European Central Bank President Christine Lagarde even said that if central banks do not push forward with CBDCs amidst the rise of cryptocurrencies then they risk losing their control over money and payments. The Central Bank of Indonesia has said much of the same. Government officials are not alone in thinking like this. An entire industry of private sector players has emerged in hopes of profiting from CBDC development. From advocating CBDC research to developing CBDC technology, many have recognized that there is a huge profit opportunity on the table. In fact, at a time when the Securities and Exchange Commission (SEC) has declared war on cryptocurrencies, it shouldn’t be a surprise that some are shifting the application of cryptocurrency technology to CBDCs. Government officials and their cronies may stand to benefit from the rise of CBDCs, but the potential for abuse is likely to leave everyone else paying for it. It’s for this reason that Congress should prohibit both the Federal Reserve and the Treasury from moving forward with any form of CBDC. Fortunately, that just may happen. Representative Tom Emmer (R-Minn.), Senator Mike Lee (R-Utah), and Senator Ted Cruz (R-Texas) have all introduced legislation to ban a government CBDC. Even state officials, like Florida Governor Ron DeSantis, have taken notice. If efforts like these are successful, it may just be that the public does not end up paying the price for a CBDC. Our systems have detected unusual traffic activity from your network. Please complete this reCAPTCHA to demonstrate that it's you making the requests and not a robot. If you are having trouble seeing or completing this challenge, this page may help. If you continue to experience issues, you can contact JSTOR support. Block Reference: #2fb8a4cc-0409-11ee-b469-58777a524956 Go back to JSTOR ©2000- ITHAKA. All Rights Reserved. JSTOR®, the JSTOR logo, JPASS®, and ITHAKA® are registered trademarks of ITHAKA. Basic Account Get to know the platform You only have access to basic statistics. Starter Account The ideal entry-level account for individual users
$69 USD $49 USD / Month * in the first 12 months Professional Account Full access Business Solutions including all features. * Prices do not include sales tax. Global market overview 3 UK market overview 7 Consumer insights 6 Marketer insights 4 JCDecaux UK. (February 1, 2023). Reasons to include programmatic digital out-of-home (DOOH) in media mix according to advertising professionals in the United Kingdom (UK) as of November 2022 [Graph]. In Statista. Retrieved June 06, 2023, from https://www.statista.com/statistics/1306044/programmatic-dooh-advertising-benefits-uk/ JCDecaux UK. "Reasons to include programmatic digital out-of-home (DOOH) in media mix according to advertising professionals in the United Kingdom (UK) as of November 2022." Chart. February 1, 2023. Statista. Accessed June 06, 2023. https://www.statista.com/statistics/1306044/programmatic-dooh-advertising-benefits-uk/ JCDecaux UK. (2023). Reasons to include programmatic digital out-of-home (DOOH) in media mix according to advertising professionals in the United Kingdom (UK) as of November 2022. Statista. Statista Inc.. Accessed: June 06, 2023. https://www.statista.com/statistics/1306044/programmatic-dooh-advertising-benefits-uk/ JCDecaux UK. "Reasons to Include Programmatic Digital Out-of-home (Dooh) in Media Mix According to Advertising Professionals in The United Kingdom (Uk) as of November 2022." Statista, Statista Inc., 1 Feb 2023, https://www.statista.com/statistics/1306044/programmatic-dooh-advertising-benefits-uk/ JCDecaux UK, Reasons to include programmatic digital out-of-home (DOOH) in media mix according to advertising professionals in the United Kingdom (UK) as of November 2022 Statista, https://www.statista.com/statistics/1306044/programmatic-dooh-advertising-benefits-uk/ (last visited June 06, 2023) Reasons to include programmatic digital out-of-home (DOOH) in media mix according to advertising professionals in the United Kingdom (UK) as of November 2022 [Graph], JCDecaux UK, February 1, 2023. [Online]. Available: https://www.statista.com/statistics/1306044/programmatic-dooh-advertising-benefits-uk/ | ||||||||||
A00-240 test | A00-240 test | A00-240 certification | A00-240 techniques | A00-240 study help | A00-240 syllabus | A00-240 download | A00-240 health | A00-240 exam | A00-240 basics | | ||||||||||
Killexams exam Simulator Killexams Questions and Answers Killexams Exams List Search Exams |
