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Knowledge Tools
Knowledge Solutions 
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Handy, quick reference guides to tools, methods, and approaches that propel development forward and enhance its effects.
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Showcasing Knowledge
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Information has become ubiquitous because producing,
manipulating, and disseminating it is now cheap and easy.
But perceptions of information overload have less to do with quantity than with the qualities by which knowledge is
presented. (No. 74 | February 2010)
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The Future of Social Marketing
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Social marketing is the use of marketing principles and techniques to effect behavioral change. It is a concept, process, and application for understanding who people are, what they desire, and then organizing the creation, communication, and delivery of products and services to meet their desires as well as the needs of society, and solve serious social problems. (No. 73 | January 2010)
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Marketing in the Public Sector
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Marketing in the public sector may be the final frontier.
Agencies operating in the public domain can use a custom
blend of the four Ps—product (or service), place, price,
and promotion—as well as other marketing techniques
to transform their communications with stakeholders, improve their performance, and demonstrate a positive return on the resources they are endowed with. (No. 72 | January 2010)
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New-Age Branding and the Public Sector
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Branding is a means to identify a company's products or services, differentiate them from those of others, and create and maintain an image that encourages confidence among clients, audiences, and partners. Until the mid-1990s, brand management—based on the 4Ps of product (or service), place, price, and promotion—aimed to engineer additional value from single brands. The idea of organizational branding has since developed, with implications for behavior and behavioral change, and is making inroads into the public sector too. (No. 71 | January 2010)
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Fast and Effective Change Management
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When embarking on a change initiative, one should rapidly
implement change that results in the higher levels of performance that were envisioned when the decision to make the changes was made. To make this happen, organizations must first overcome the resistance to change and then secure as much discretionary effort as possible. (No. 70 | December 2009)
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