Value Propositions Sample Clauses

Value Propositions. The ESCAPE targets vs assets Each target defined has specific needs and can be met through the ESCAPE assets. Coordination and networking. Coordinate with the ESFRI projects to develop and adopt procedures, to establish good practices for data stewardships, to disseminate the results of ESCAPE, to engage with EOSC Working Groups, to work with other cluster projects on interoperability issues, to establish network with industries, e- infrastructures, policy bodies and all other EOSC projects. Data and tools exposure. Support community-foundation approach for continuous development, deployment, exposure and preservation of domain specific scientific data/software/services in the global context of the EOSC catalogue of services based on FAIR principles. Data interoperability and sustainability. Xxxxxx archived data access, interoperability and long-term sustainability in coordination with national and international concerned infrastructures. FAIR access to the large astronomical data archives collecting observations from multi-wavelength telescopes is built upon the Virtual Observatory (VO) framework. ESCAPE will promote the exposure of the VO archives within the EOSC catalogue. Skills. Engage the scientific community in EOSC, train and educate the community in the usage and implementation of the ESCAPE products, data, software, services and methods in line with the FAIR principles, and engage the society at large in the process of knowledge discovery through citizen science and education. ESFRI RIs data infrastructure federation. Promote a pan-European collaboration of major shareholders of the ESFRI projects for a new paradigm of distributed data factories of extremely large volumes at the tens-of-Exabyte level for Big Science that will be part of the EOSC federated cloud. ESFRI RIs community analysis service. Implement a flexible platform for the analysis of open access data allowing EOSC and ESCAPE researchers to identify and stage existing data collections for analysis, tap into a wide range of software tools and packages developed by the ESFRIs, bring their own custom workflows to the platform, and take advantage of the underlying HPC and HTC computing infrastructure to execute those workflows.
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Value Propositions. In order to frame the approach to stakeholders and potential users of the eTRIKS platform we formulated a set of value propositions. The concept is that these will reflect the benefits of the eTRIKS platform to the user/user consortium, not a list of features. While there are a number of benefits to using the eTRIKS platform we focus on four main value propositions:
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Value Propositions. The value propositions delivered to the targeted customer segments are consultancy and personalised services around cultural heritage and its management in the Digital Era. The association is the first consortium at European level and with an international dimension with the specific aim to promote and enhance the culture of written monuments and archeology.
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Value Propositions. 32 4.9 Participation in Reversals..................................................................... 33 4.10
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Value Propositions. The analysis of the web questionnaire shows that in Flanders region environmental reasons seem to weigh most. There are no differences in the importance of this factor for different age groups. After environmental reasons, finance appears to be what end users care for most, closely followed by comfort reasons. There are no obvious patterns for the different age groups. In Brussels region comfort motivations closely followed by environmental reasons predominate, while financial motivations seem to be low. The questionnaire results somehow contradict the information obtained via the face-to-face interviews as probably the most remarkable finding is that in all renovations in the region of Brussels with no exception, the so-called “Bâtiments Exemplaires” government grant was key to take the projects that far; in fact, the majority of the households in Brussels agreed to be in the first instance interested in renovating their homes to a low-energy level yet having pushed further incentivized by this substantial grant whose ambitious energetic demands required more stringent measures to be taken. For the rest, results from interviews also point at a combination of environment and comfort as the most important drivers for nZEB renovation. Household 1 and Household 2 both bought the house with the intention to renovate it. Household 1 lived there for almost 3 years before conducting the renovation but moved somewhere else when the renovation began. Both the web questionnaire and the interviews show that in Brussels region households did not live in the house during the renovation Household 2 on the other hand began the renovation works straight away as the house was not really habitable when they purchased it. Household 3 had been living in the house for thirty years when they decided to renovate - although they had conducted some other renovation works in the 80s as well and stayed in the house during the renovation. All households mentioned environmental sensitivity and comfort as reasons to renovate. Additionally, Household 1 and Household 3 highlighted the crucial role financial incentives played in their decision. Household 1 was part of the “very generous” – in the words of the interviewee - Brussels grant programme and Household 3 counted with subsidies for glazing and insulation, a green loan and fiscal benefits that in total amounted up to 15.000 euros.
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Value Propositions. The collection of products and services a business offers to meet the needs of its customers. A company's value proposition is what distinguishes itself from its competitors. The value proposition provides value through various elements such as newness, performance, customization, design, brand/status, price, cost reduction, risk reduction, accessibility, and convenience/usability. The value propositions may be quantitative (price and efficiency) or qualitative (overall customer experience and outcome). Customers Customer Segments: To build an effective business model, a company must identify which customers it tries to serve. Various sets of customers can be segmented based on the different needs and attributes to ensure appropriate implementation of corporate strategy meets the characteristics of selected group of clients. The different types of customer segments include: · Niche Market: Customer segmentation based on specialized needs and characteristics of its clients. · Segmented: A company applies additional segmentation within existing customer segment. In the segmented situation, the business may further distinguish its clients based on ownership, building types or applied energy systems. · Diversify: A business serves multiple customer segments with different needs and characteristics. Distribution channels: A company can deliver its value proposition to its targeted customers through different channels. Effective channels will distribute a company’s value proposition in ways that are fast, efficient and cost effective. An organization can reach its clients either through its own channels (store front), partner channels (major distributors), or a combination of both. Customer Relationships: To ensure the survival and success of any businesses, companies must identify the type of relationship they want to create with their customer segments. Various forms of customer relationships include: personal assistance, dedicated personal assistance, self-service, automated services, communities and co-creation. Personal Assistance: Assistance in a form of employee-customer interaction. Such assistance is performed either during sales, after sales, and/or both.
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Value Propositions 
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Related to Value Propositions

  • Acquisition Proposals (a) Notwithstanding anything to the contrary contained in this Agreement, during the period beginning on the date of this Agreement and continuing until 11:59 p.m. (New York time) on September 14, 2015 (the “Go-Shop Period End Date”, such period, the “Solicitation Period”), PRE and its Subsidiaries and their respective Representatives shall have the right to (i) initiate, solicit or encourage any inquiry or the making of any proposal or offer that constitutes an Acquisition Proposal (except that the reference to 15% in such term will be deemed changed to 50% for purposes of this ‎Section 6.08(a)), including by providing information (including non-public information and data) regarding, and affording access to the business, properties, assets, books, records and personnel of, PRE and its Subsidiaries to any Person pursuant to an Acceptable Confidentiality Agreement (it being understood that such Acceptable Confidentiality Agreement (A) must contain “standstill” or similar provisions or otherwise prohibit the making or amendment of any Acquisition Proposal not solicited by the PRE Board to the maximum extent permissible under applicable Law and (B) shall not include an obligation of PRE to reimburse such Person’s expenses); provided, that PRE shall make available to Parent (at substantially the same time) any non-public information concerning PRE or its Subsidiaries that is provided to any Person given such access that was not previously made available to the Parent, and (ii) engage in, enter into, continue or otherwise participate in any discussions or negotiations with any Persons or group of Persons with respect to any Acquisition Proposals and cooperate with or assist or participate in or facilitate any such inquiries, proposals, discussions or negotiations or any effort or attempt to make any Acquisition Proposal. PRE shall promptly (and in any event within 24 hours) notify Parent in writing of the identity of each Person or group of Persons from whom PRE receives an Acquisition Proposal during the Solicitation Period, the material terms and conditions of such Acquisition Proposal (including the financing sources, if applicable), and a copy of such Acquisition Proposal (including any agreements relating to such financing, if applicable).

  • Alternative Proposals Unless otherwise specified in the Data Sheet (DS nos. 5 and 6), alternative proposals shall not be considered. Where the conditions for its acceptance are met, or justifications are clearly established, UNDP reserves the right to award a contract based on an alternative proposal.

  • Additional proposals If the Company at any time during the continuance of this Agreement desires to modify expand or otherwise vary its activities carried on pursuant to this Agreement beyond those specified in any approved proposal, it shall give notice of such desire to the Minister and within 2 months after giving such notice shall submit to the Minister detailed proposals in respect of such modifications expansions or variations and such other matters as the Minister may require. The provisions of clause 4 and 5 (including (for the avoidance of doubt) clause 5(9)) shall apply, the necessary changes being made, to proposals submitted pursuant to this clause.

  • Standards for Determining Commercial Reasonableness Borrower and Silicon agree that a sale or other disposition (collectively, "sale") of any Collateral which complies with the following standards will conclusively be deemed to be commercially reasonable: (i) Notice of the sale is given to Borrower at least seven days prior to the sale, and, in the case of a public sale, notice of the sale is published at least seven days before the sale in a newspaper of general circulation in the county where the sale is to be conducted; (ii) Notice of the sale describes the collateral in general, non-specific terms; (iii) The sale is conducted at a place designated by Silicon, with or without the Collateral being present; (iv) The sale commences at any time between 8:00 a.m. and 6:00 p.m; (v) Payment of the purchase price in cash or by cashier's check or wire transfer is required; (vi) With respect to any sale of any of the Collateral, Silicon may (but is not obligated to) direct any prospective purchaser to ascertain directly from Borrower any and all information concerning the same. Silicon shall be free to employ other methods of noticing and selling the Collateral, in its discretion, if they are commercially reasonable.

  • Evaluation Conference The final evaluation conference shall occur not later than the end of the fall term. The purpose of the final evaluation conference is to discuss with the probationary employee the results of the evaluation and announce the team's recommendation. The evaluation team shall determine what additional evaluation activity shall occur during the spring term. If the team recommends that the District not employ the professor for the following year, no evaluation activities in the spring are necessary.

  • Preconstruction Conference Prior to, or concurrent with, the issuance of the Notice to Proceed with Construction, a conference will be convened for attendance by the Owner, Contractor, A/E and appropriate Subcontractors. The purpose of the conference is to establish a working understanding among the parties as to the Work, the operational conditions at the Project Site, and general administration of the Project. Topics include communications, schedules, procedures for handling Shop Drawings and other submittals, processing Applications for Payment, maintaining required records and all other matters of importance to the administration of the Project and effective communications between the project team members.

  • Constructability Review Prepare detailed interdisciplinary constructability review within Fourteen (14) days of receipt of the plans from the District that:

  • Recommendations This matter has been reviewed and approved by the Medical School Conflict of Interest Board. In light of this disclosure and our finding that the Agreement was negotiated in conformance with standard University practices, I recommend that the Board of Regents approve the University’s entering into this Agreement with The Hope Foundation. Respectfully submitted, X. Xxxx Xx

  • Construction Change Directives 7.3.1 A Construction Change Directive is written order prepared by the Architect and signed by the Owner and Architect, directing a change in the Work and stating a proposed basis for adjustment, if any, in the Contract Sum, or Contract Time, or both. The Owner may by Construction Change Directive, without invalidating the Contract, order changes in the Work within the general scope of the Contract consisting of additions, deletions or other revisions, the Contract Sum and Contract Time being adjusting accordingly.

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