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In the last few weeks I have taken a huge lead of faith, and it definitely was not easy. My lead of faith was making an investment in my blog, a few actually. This is the first time I have spent money on my blog since starting it July 2016! But we have all been in a place where we have to make a choice – stay where we are OR jump and take that leap of faith in hopes of reaching something even greater! My leap of faith was moving from a free site to a purchasing my domain name and becoming self-hosted, investing in some branding images and purchasing planning resources! This is the first move I made towards making my blog a business. I am so nervous, but also excited! And you too can take the leap of faith.
The first step towards taking that leap of faith is having faith in yourself. It is hardest to have faith in yourself and your own abilities. When my husband has a challenge at work I am always confident he will overcome it. When my friends are job hunting, I am always sure they will find the perfect job. But for some reason I struggle to have the same enthusiastic confidence in myself. I know I am not alone! I have talked to many people who struggle to have faith and confidence in themselves. But if our goal is to be happy and healthy people, we need to be confident people. Not afraid to step out and take a risk. So how do we get there and grow in our own confidence?
The short and simple answer is practice; but that is not very helpful. Practicing vulnerability sounds like a terrible idea to most people, myself included. Putting ourselves out there with no plan to succeed is frightening. And I am with you, I wouldn't want to do that either. BUT what if I proposed another solution. One with a plan, a plan to succeed when you take that leap of faith.
Here is my guide for growing in confidence in order to take that leap of faith!
Finding someone who believes in you
Let their encouragement build you up. I am sure you have noticed changes in yourself based on the mood of those around you. When you surround yourself with positive people who believe in your. Then we can feed off of that as we begin to belive it. In trying ti get my blog going, the person who believed in me has been my husband, encouraging me along the way.
Make a Plan
We don't like to take a step ad feel like we don't know what is next. Taking a leap of faith can be like that. But that doesn't mean we have to go in blind. So what do you want to accomplish with your leap of faith? Build a business? Go back to school? Take your relationship to the next level? Grow your family? Move far away? Whatever that leap is for you what do you want to happen next? I would love to grow tis blog into a business. Why? Because I got into the business of counseling to change people's lives. I think I can do that here too. So here is my plan to do so. By starting my own website, I open myself up for the opportunity to become a business. I plan to find adds and sponsored posts. By earing money, I can invest more into my blog and continue to grow it. I am taking that leap of faith, but I am not doing it blindly.
Evaluate & Readjust
So we've surrounded ourselves with people who believe in us, gained enough confidence and we have made a plan. So now it is time to take the leap! You can do it!! Now we have to ask if we are accomplishing what we set out to! Are we meeting our goals? If not, what can we do about it? My goals for myself when I bought and created my website was to make back the $40 I invested! Hopefully even make a little more than that so I can continue to pay for it next year. As I am still in the building phase I am not ready to re-evaluate yet, but I am hoping by the 3 month mark I can start monetizing. Then I will check inn again at 6, 9, and 12 month markers. If I don't think I am making enough I will adjust my strategy for marketing.
I know it is scary. I worry all the time whether I am going to reach my goal but for now I am just going to be excited that my website works and is up and running. So celebrate the small wins every day! Remember with big risk comes big reward. And it is not called a leap of faith for nothing! You can do it! I believe in you
What are some ways you have found to help you take that leap of faith?


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La Lybella (Dutch Passion) feminized
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A potent indoor strain for those growers that like the stretching, open plants with lots of budding sites. Perfect choice for various training techniques, Dutch Passion's La Lybella shape makes it susceptible for all kinds of works. A positive, uplifting high, and lots of it from every single plant!
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(1902–1963), American author, born in Fairland, Illinois, most famous for her series of books for what would now be called young adults. While contributing short stories to various newspapers, including ...
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Sure, I liked the Detroit Sound, the Philly Sound, the LA Sound, the New Orleans Sound, and the Nashville (Owen Bradley) Sound.
But just 200 miles west, where the Mississippi River splits Tennessee and Arkansas, sits a sleepy city blinking in the sun, the home of the Memphis Sound -- Beale Street, B.B. King, Albert King, The King, Otis Redding, that wicked Wilson Pickett, David Porter, Isaac Hayes, Sam and Dave, "Play it Steve" Cropper. And the Memphis Horns and Stax and American Recording Studios and Sun Records, where Sam Phillips first cut Elvis and Jerry Lee and Carl Perkins. And more. So when I got the chance, I had to go to Memphis.
American's producer "Chips" Moman had put together a studio that had a very distinct sound. And some memorable recordings came out of that room -- "The Letter," "Angel of the Morning," "Burnin' Love," "Happening '68."
What? Our road manager at the time was one Jerry Williams, a Memphis native and a real promoter. He suggested we do an album in Memphis with "Chips." But "Chips" would only do it if he used his house band. This would be Gene Crispian on drums, Mike Leech on bass, Tommy Cogbill and Reggie Young on guitars, and "Spooner" Oldham on accoustic piano, Wurlitzer electric piano, and a Vox Jaguar organ.
"Chips" was very rigid about certain things in the studio. Gene used a set of drums that were set up in the center of the room on a four-foot platform. They were permanently miked, and God help anyone who moved a single drum or mic a fraction of an inch.
The board was a custom affair, mostly tubes and straight wire, as I recall. There was minimum EQ (highs and lows), and a couple of LA-2A tube limiters that were rarely plugged in. "Chips" didn't believe in processing the sound; the sound should come from the live musicians in the studio. He had two multi-track recorders: an Ampex 4-track and an old Ampex 3-track (our first Downbeats' demos were cut on a similar machine.) Moman used the 3-track most of the time, only bouncing to 4-track if he needed to overdub strings, horns, etc. He had a tiny live echo chamber and used it sparingly. And that was American Recording studio - very basic, but it had a sound.
When it was almost time to start the tracking sessions (three days away), I checked into a suite (just vacated by James Brown) on the top floor of the brand new riverfront Holiday Inn. Luckily for me there was a seven-foot grand piano in the main room, overlooking the river traffic on the Mississippi River below. There in that room on that piano, I wrote seven songs in three days. I worked out the arrangements with "Spooner" before the sessions each day, and when the musicians arrived we would teach them the tune and then do several takes live with me singing live until we got it right.
(On the intro to the title cut "Goin' to Memphis" you can hear me say to the band, "This is sho'nuff the right one -- 'cause I feel it!" And it was.)
After the basics were cut, a horn section did their thing, mostly "head arrangements" on the spot. And a couple of days later, members of the Memphis Symphony added strings to a few cuts, with Mike Leech writing their charts. I then fixed some vocals, and we mixed it in two days.
On the back of the album, the liner notes mention Joe Jr., Freddy, Charlie, and of course Paul. However, The Raiders didn't come; "Chips" kind of let it be known that if his guys were doing the sessions, he didn't want any spectators. Paul, who was co-owner with me of the band at that time, was reluctantly invited by "Chips" to watch the project (at Jerry's and my insistence), but he declined to come.
And "Happening '68"? At the end of the last day, we finished a few hours early, and I showed the guys the new tune. We quickly cut it and each musician took one last solo. And now you know the rest of the story.
by Mark Lindsay
1. Boogaloo Down Broadway (J. James) - 2:31
2. Every Man Needs A Woman - 3:12
3. My Way - 2:31
4. One Night Stand - 2:31
5. Soul Man (I. Hayes, D. Porter) - 2:31
6. Love You So - 3:29
7. I Don't Want Nobody (To Lead Me On) (H. Thomas, L. Jones) - 2:25
8. I'm A Loser Too - 2:30
9. No Sad Songs (D. Carter) - 2:04
10.Cry On My Shoulder (F. Weller) - 2:19
11.Peace Of Mind (M. Lindsay, T. Melcher) - 2:02
12.Goin' To Memphis - 2:42
13.Go Get It (Previously Unissued) - 2:25
14.How Can I Help You (Previously Unissued) - 2:05
15.Peace Of Mind (Mono Single Version) (M. Lindsay, T. Melcher) - 2:27
All songs by Mark Lindsay except where indicated
*Mike Leech - Bass, Strings
*Gene Crispian - Drums
*Mark Lindsay - Vocals
*Reggie Young - Guitar
*Bobby Wood - Keyboards
*Dewey Lindon "Spooner" Oldham Jr - Keyboards
*Tommy Cogbill - Guitar
Paul Revere And The Raiders
1963-65 Mojo Work Out (Sundazed issue)
1967 A Christmas Present... And Past
1969 Alias Pink Puzz (Sundazed remaster)
1969 Hard 'N' Heavy With Marshmallow (Sundazed issue)
Related Act
1970 Mark Lindsay - Arizona / Silverbird
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Title Announcement: Bound Series Book 3 by Stormy Smith
Today, Stormy Smith released the name of the third book in her highly anticipated Bound series and we've got the scoop!
If you haven't picked up Bound by Duty or Bound by Spells, you're going to want to jump on those now!
Book one – Bound by Duty
Nominated for Best Book hangover in the UtopYA 2015 awards!
Amelia grew up in a world of half-truths. She knows she's an Elder, but has no idea what that means. Her father reminds her daily that she must maintain control, but he refuses to explain why. Even worse, she's betrothed to the prince of the Immortals and doesn't even know his name.
Finally breaking free to live a few normal years at a community college, the last thing Amelia expects is to find her best friend in a cheeky southern girl, or fall for a self-assured human who sees her for who she is, not what she will become.
As she learns more about herself, Amelia realizes the line between love and duty is a thin one. As her power continues to increase exponentially and her questions are slowly answered, Amelia must make the ultimate choice. The question is, will her head win the battle, or her heart?
Book two – Bound by Spells
Bound by Spells released March 19, 2015 and has been consistently praised for the dual point of view storytelling, as being better than Bound by Duty, and a book no one can put down! In lieu of potential spoilers in the description, take a look at what fans and bloggers are saying:
Serena Chase, from USA Today's Happy Ever After blog said, "Featuring a cast of mages and shapeshifters with unique magical abilities, one destiny-shaping prophecy, a genocidal megalomaniac, and a budding, heated romance (or two!), this book is paranormal gold! Read the first book in the series first, of course, but once you finish this one you're sure to be salivating for the next release in this not-to-be-missed romantic paranormal series."
Megsandherbooks said, "I absolutely could not put this down...the lies, the deception, and the never ending struggle to find the truth had me on the edge of my seat eagerly flipping (er... tapping) to get to the next page…If you are a lover of unique stories filled with magic, shifters, action, suspense, friendship, and delusional power hungry villains you MUST one-click this baby!!!"
Fan Jolene Buchheit said, "There were moments when I had chills and moments where my heart was racing. When I turned the last page I was angry, because I can't wait for book 3!"
Connect with Stormy:


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COASTAL BEND - The latest issue of Economic Pulse, published by Texas A&M University-Corpus Christi has been released. In the issue, Jim Lee, an economist with the university, describes how the Coastal Bend has entered into an economic bottleneck.
Since 2009, when regional sales tanked 30 percent across all industries, the Eagle Ford Shale oil and gas boom has driven a resurgence.
But that recovery slowed dramatically in 2012, sales expanding 8 percent compared with 30 percent in 2011. Hotels and restaurants were the only businesses that posted more growth in 2012.
Apartment occupancy in Corpus Christi has shot up to more than 95 percent. Apartments are renting for $100 more than a year ago, starting around $650 for a one-bedroom unit, said Xochi Besinaiz, a real estate agent at 361 Apartment Locators.
Higher rents, higher deposits and fewer perks mean less money in renters' pockets for other expenditures.
The cost of living index in the Corpus Christi metro area is more than 92. It hovered around 89 for the last ten years. The national average is 100.
Corpus Christi and the Coastal Bend still have a lower unemployment rate than Texas, but employment growth is tapering off and the unemployment rate seems to have dug in at just under 6 percent, the lowest level since early 2009.
After declining for the fifth year in a row, home sales in the Corpus Christi metro area leapt nearly 20 percent, to more than 4,000.
The tight housing market resulted in rapid home price appreciation; the median home price rose more than 4 percent to $143,000 in 2012 after staying mostly flat for five years, according to Lee.
Our twice-weekly e-newsletter provides a quick overview of Texas real estate markets. Because your time is valuable.


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The effectiveness of the stimulus package was significantly neutered in the latest version of the US Senate's proposed bill. For the sake of enticing 3 members of the minority party to support the bill, the leadership went along with cutting the life rope to hundreds of thousands, if not millions of people looking for jobs.
Some of the cuts:
$40 billion to shore up distressed cities, towns, and states after years of less-than-the-minimum funding. New infrastructure and planning projects (as well as routine maintenance) have been on hold for years awaiting adequate funding. Now, with light at the end of the tunnel, an army of planners, contractors, material suppliers, laborers (and the families and businesses they would potentially support) may have their hopes dashed.
$3.5 billion from an initiative that will retrofit public buildings for energy-efficiency creating jobs in the short term and saving the citizenry money well into the future.
$16 billion from school construction and modernization. Again, this is a huge job creator. There is plenty of pent-up demand as schools have also been chronically underfunded in recent years.
$1 billion from Early Headstart. This, I can attest to personally. The local Headstart agency, a client of mine, is planning an Early Learning Center. The demand is there, and studies universally show that added attention at this critical age (zero to three) makes a monumental difference in the lives of those served and everyone they touch. If you want to place this in pure economic terms, children served by Early Headstart are far more likely to be productive, taxpaying citizens, thus reducing the burden on taxpayers that the ax-wielders say they say they want. (By the way, I look at this as a human issue, not an economic equation; the economics just happen to work out in the favor of the taxpayer on this one). In addition to job creation in my own office, hundreds of people will gain some level of employment from the project in the planning, construction, and operation of this needed facility.
For a list of the Senate's proposed cuts, link to this CNN story. Let's hope, for the economic health of the nation, that support where needed will not be lost to the same old starvation ideology that got us into the dire straits we're experiencing today.
Monday, February 9, 2009
The Senate Ax
Posted by James Polk at 3:28 PM
Labels: Stimulus Package, US Senate
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Launching a New Digital Agenda. How Sweden Can become the global leader in Digitization and Technology
- Abner Porter
- 3 years ago
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1 Launching a New Digital Agenda How Sweden Can become the global leader in Digitization and Technology
2 The Boston Consulting Group (BCG) is a global management consulting firm and the world s leading advisor on business strategy. We partner with clients from the private, public, and not-forprofit sectors in all regions to identify their highest-value opportunities, address their most critical challenges, and transform their enterprises. Our customized approach combines deep in sight into the dynamics of companies and markets with close collaboration at all levels of the client organization. This ensures that our clients achieve sustainable compet itive advantage, build more capable organizations, and secure lasting results. Founded in 1963, BCG is a private company with 82 offices in 46 countries. For more information, please visit bcg.com.
3 launching A New Digital Agenda How Sweden Can become the global leader in Digitization and Technology Patrik Andreasson Fredrik Lind Andreas Lundmark commissioned by June 2015 The Boston Consulting Group
4 Contents 3 Preface 5 Digitization: A National Priority The Starting Point The Outlook 9 Growth and Productivity Digitization Is a Key Driver Transforming the Private and Public Sectors 13 Innovation and Entrepreneurship Unlocking the Full Potential Learnings from Abroad 16 Talent and Skills The Impact of Digitization and Automation An Eye Toward the Future 19 A New Digital Agenda A Bold Aspiration Five Strategic Priorities Making It Happen 23 Note to the Reader 2 Launching A New Digital Agenda
5 preface For more than two decades, Sweden has been regarded as a global benchmark and leader in digitization. The Internet s share of the Swedish economy is growing fast and constitutes a substantial part of the country s economy and job market, and Sweden is renowned for the success of technology start-ups, such as Spotify and Skype. However, the nation can no longer take its leadership position for granted. Over the past five years, several countries have significantly quickened the pace of their investments and changed their policy programs to enhance their focus on e-government, a digital infrastructure, and innovation, among other areas of digitization. As a result, Sweden is not growing as fast as these countries and runs the risk of not capitalizing fully on its lead in digitization one of the most important areas for the future of Sweden s economy and competitiveness. Google Sessions, a series of three seminars, was launched this past spring to bring attention to how Sweden can better exploit the opportunities that digitization and technology can provide. The seminars covered topics in the following categories: Productivity and growth, with Anders Borg (vice chairman of Kinnevik) and Andrew Wyckoff (director for science, technology, and innovation at OECD) Innovation and entrepreneurship, with David Rowan (editor of Wired UK) and Rohan Silva (entrepreneur and former senior policy advisor for the UK government) Talent and skills, with Anders Sandberg (a researcher at the University of Oxford) and Nicklas Lundblad (senior director of public policy at Google) The seminars aimed at moving the debate to a deeper level, and the outcome exceeded our expectations and hopes. Crucial topics were discussed, including the importance of productivity and the role of digitization, how entrepreneurs and small and midsize enterprises could flourish if certain constraints were removed, and how the country needs to develop talent with the right skills for the labor market of tomorrow. One reason for hosting these seminars was the observation that Sweden s relatively strong economic growth over the past ten years, when compared with the economic growth of the rest of Europe, has led to The Boston Consulting Group 3
6 a degree of complacency and a lack of aspiration when it comes to digitization. This complacency and lack of aspiration has been clearly manifested by the absence of a sincere, broad, political debate to better understand and grasp these issues. The fact of the matter is that now is the time for Sweden to focus on the opportunities that digitization and technology can provide. To seize these opportunities, Sweden needs to have a fact-based public debate that creates the awareness required, as well as a new bold aspiration and a new digital agenda. The country needs a government, supported by the opposition, to launch a new digital agenda and execute it with speed and scale. Sweden has lost some momentum, but it s not too late. In this report, we highlight the importance of digitization and technology for growth and productivity in the Swedish economy, build on the insights from the Google Sessions, and present what we believe should be the aspiration and way forward for Sweden. Now is the time to launch a new digital agenda for Sweden. We hope this report can contribute to making that happen. David Mothander Nordic Policy Counsel Google Fredrik Lind Nordic Head of TMT The Boston Consulting Group 4 Launching A New Digital Agenda
7 Digitization A National Priority How important is digitization for Sweden, and where does the country rank on a global scale? These are critical questions to answer so that both the private and public sectors understand why continued digitization must be a priority for Sweden if the country is going to enhance economic development. The Internet s share of the economy, which currently represents more than 8 percent of GDP, is growing rapidly at a rate of 9.3 percent per year. Consumers are the main drivers of this growth, while the contribution from businesses and the government has alarmingly remained flat. Digitization is therefore not spread evenly across Swedish society. Furthermore, the country is falling behind other leading nations with respect to digitization. Consequently, there s a need for Sweden to launch a much higher aspiration and a new strategy. The Starting Point The digitization of society is an important driver of economic development. Sweden has enjoyed high economic standards in the past half century, with healthy growth and a high GDP per capita, compared with most other countries. Nevertheless, economic prosperity should not be taken for granted. To sustain today s high standard of living and to maintain growth, Sweden needs to invest in the future. Continued digitization is an important building block to enhance productivity and economic development. To measure the digitization level and technological intensity of the Swedish economy, we leveraged two established and complementary analyses: the Internet s share of the Swedish economy and BCG s e-intensity Index. E-GDP makes up a large share of the economy and is growing rapidly. The Internet economy, or e-gdp, makes up a large share of the Swedish economy and is growing rapidly both in absolute numbers and as a share of GDP. (See Exhibit 1.) In 2014, the Internet s share of the economy accounted for 8.2 percent of total GDP, or SEK 318 billion, and is expected to surpass 10 percent of GDP in Since 2010, this part of the economy has grown at a compound annual growth rate (CAGR) of 9.3 percent and, hence, has consistently outperformed underlying GDP growth by about 1.5 percent. To put this in perspective, the Internet economy is larger than both the tourism sector (SEK 284 billion, or 7.3 percent of GDP) and the renowned fashion industry (SEK 237 billion, or 6.1 percent of GDP) and The Boston Consulting Group 5
8 Exhibit 1 The Internet s Share of the Swedish Economy Is Growing GDP (%) Internet GDP value (SEK billions) Consumption Investment Government spending Net export Internet economy, 2014 Growth Internet economy, Compound annual growth rate (%) increase 2010 Source: BCG analysis. Note: Numbers have been rounded. is growing two to three times faster than these two industries. 1 Looking forward, the growth of the Internet s share of the economy is expected to remain strong at 7.0 percent CAGR, well above the expected increase in GDP of 2.8 percent CAGR from 2014 through However, given the slower growth in private investments and government spending, the rapid growth from 2010 through 2014 will start to level out. In Sweden, Internet consumption alone accounts for more than half of the Internet economy. Additionally, to date, the Swedish consumer alone is driving the digitization of the economy, adopting new behaviors and growing increasingly connected across a rising number of devices and applications. Internet consumption is dominated by consumer spending in three categories: devices, online access, and e-commerce. From 2010 through 2014, consumer spending in all three categories has added to growth. But whereas growth in spending on devices is slowing down, spending on access and e-commerce continues to grow rapidly. Similar to our earlier studies of the Internet s share of the economy, e-commerce continues to be the main driver of absolute e-gdp growth. Swedish e-commerce has shown rapid growth since 2010, adding almost SEK 80 billion to the Swedish Internet economy. Increased access through mobile devices and continuous improvements to online payment solutions, both in security and flexibility of choice, are credited as the main drivers. Today, entire sectors have the majority of their products and services sold through the online channel. The media, travel, and entertainment industries have been spearheading this shift, but several other sectors, such as insurance, personal loans, car parts, and cosmetics, are catching up quickly. 3, 4 Furthermore, there is significant potential for longer-term growth, because several critical household-spending categories, such as groceries, furniture, and motor vehicles, still have a relatively low share of sales through e-commerce. 6 Launching A New Digital Agenda
9 Sweden is widely regarded as a leading country for digital services and infrastructure. Hence, it is no surprise that Sweden has consistently ranked as a top-three nation globally when we have conducted our annual e-intensity survey; in 2013, only South Korea and Denmark were ahead of Sweden. (See Exhibit 2.) As in the case of the Internet s economy s share of GDP, this supports the view of Sweden as a leading nation for digitization, at least today. The Outlook Looking ahead, Sweden s fervent consumerled digitization will continue to drive significant e-gdp growth, but to reach the full potential, consumers will need to be met halfway by the government and the private sector. Lagging investment in digital infrastructure and enablement areas in which Sweden has historically led the charge globally poses a threat to Sweden s position as a leading digital nation. Formerly the global leader in e-intensity (2009), Sweden has fallen to third place in 2013, driven by a slowdown in business and government engagement, coupled with intense competition on the consumer side from other highly digitized nations. A continuation of this trajectory could hasten Sweden s fall from leadership to an estimated seventh place globally by Changing this current trajectory must be a top national priority and given even more attention and focus in the public and political debates. Alarming challenges can also be seen in the rapidly growing e-commerce segment. Swedish consumers are rapidly shifting their purchasing of goods and services from Swedish e-commerce websites to foreign ones, with the main rationales being a better supply of products and lower price points. 5 From 2012 through 2014, the share of the Swedish population using Swedish websites for e-commerce declined, while the share of the population purchasing goods and services through foreign websites grew by almost 10 percent CAGR. 6 The high growth in e-commerce is therefore driven by foreign websites, whereas Swedish e-commerce is growing significantly slower. This negative development stands in sharp contrast to the development seen in the UK, one of Sweden s main trading partners for Exhibit 2 Sweden Has Consistently Ranked High in the BCG e-intensity Index Enablement Availability and usage of Internet services Expenditure Share of online expenditure Consumer engagement General usage level of Internetbased services Business engagement Businesses use of Internetbased services Government engagement Level of online government services BCG e-intensity Index Aggregation of all factors Sweden s ranking trajectory Top five countries, 2013 Hong Kong Sweden Iceland South Korea Luxembourg UK South Korea Denmark Norway Iceland Iceland Netherlands New Zealand Norway UK Switzerland Germany Sweden Canada New Zealand South Korea Netherlands Singapore UK U.S. South Korea Denmark Sweden UK Iceland Sweden s historical rank Current trajectory Sweden s estimated rank, 2017 Source: BCG e-intensity Index. Note: The rank for 2017 has been estimated by extrapolating historical growth rates. The Boston Consulting Group 7
10 e-commerce. The UK is the world s secondlargest online-retail exporter and is seeing strong growth in exports, thanks to UK retailers investing heavily in international online experiences, localized websites, and faster delivery times for international shipments. 7 The fact that Swedish e-commerce websites are struggling to guide or attract international consumers to their websites further adds to this imbalance. If the Swedish online-retail sector is to remain competitive, there is a need to improve the range and user experience of existing websites while simultaneously encouraging more retailers to go online. Additionally, Swedish consumers are increasingly looking to purchase goods and services through their mobile devices, and many are unsatisfied with the user experience when accessing Swedish websites and mobile sites through their handheld devices. 8 Given Sweden s strength and competence in mobility, and the fact that the country s smartphone penetration and usage rates are among the highest in the world, Swedish retailers need to leapfrog into mobile-first e-commerce and mobile-first digital business models in order to win the battle for the digital consumer. In addition to supporting the growth of Swedish e-commerce businesses and, thereby, securing a trade surplus from consumer-purchased goods, the nation needs to leverage its strength in exporting digital services. Sweden cannot be seen as the primary market anymore; the starting focus must at least be Europe. Given the importance of trade in services to the Swedish economy, the country must give more attention and support to small and large enterprises providing information and communications technology (ICT) services and help them reach the international market. In light of the Internet s role as an important contributor to the overall Swedish economy and as a crucial driver of growth, and given the country s negative trajectory for digital competitiveness, now is the time to launch Digital Agenda 2.0 a revitalized, enhanced, and bold digital agenda that has a high aspiration for creating new jobs, growing the economy, and securing global competitiveness. Notes 1. Tillväxtverket. 2. Economist Intelligence Unit. 3. E-barometern. 4. Consumer Barometer. 5. DIBS Payment Services. 6. Eurostat. 7. British Retail Consortium and Google. 8. DIBS Payment Services. 8 Launching A New Digital Agenda
11 Growth and Productivity In the past few decades, the Nordic economies have transformed into some of the most successful ones in the world. The Nordic model is widely admired and has served the Nordic people well by enabling them to become some of the wealthiest and happiest people in the world. However, today the Nordic and Swedish models are facing a new set of challenges: productivity momentum is on the decline, the country invests too little in the future, and an aging population (which leads to a higher dependency ratio) is further stressing the need for economic growth and improved productivity. (See Nordic Agenda: Transforming for the Next Wave of Success, BCG report, November 2014.) In addition to addressing the challenges outlined above, Sweden has to adhere to the transformative forces of globalization and digitization. Today s digitized global economy is more competitive than ever before. Around the world, leading nations are investing heavily to remain competitive, while emerging markets are leveraging technology, a global marketplace, and the explosive growth of a new middle class to rapidly catch up. New business models based on global value chains, the sharing economy, and knowledgebased capital are arising, and companies that fail to adapt to the new set of rules run the risk of quickly becoming irrelevant. Over the coming decade, the combined effects of globalization and digitization will fundamentally change our societies, and these two concepts need to be viewed together as one integrated force of disruption. Anders Borg, vice chairman of Kinnevik, Google Sessions, Stockholm, Sweden, March 30, 2015 Digitization Is a Key Driver The impact of digitization and technology on productivity has been a highly debated subject. The productivity paradox in information technology (also referred to as the Solow paradox), popularized by MIT professor and research academic Erik Brynjolfsson in the early 1990s, argues how the rapid increase in computing power, mainly in mature servicebased economies, has not yet led to a similarly visible and rapid increase in productivity gains. 1 The main argument for why the productivity paradox, as put forward by Brynjolfsson and several other researchers, does not hold is based on the inability to fully measure economic output. For example, the traditional way of measuring economic output does not take into account the full economic value of what is being produced, as economists are not able to properly measure increases in quality, variety, customer service, The Boston Consulting Group 9
12 speed, and responsiveness. Going forward, in a world where digitization and technology have become integral parts of the economy, it is crucial to find a way to measure the full impact of these forces in terms of GDP. Until then, it is not possible to have a fully informed public debate on the role and impact of further digitization and how it might guide policies, specifically and broadly. Although the impact from technology and digitization on a macroeconomic level is still under debate, there is significant evidence that technology is driving productivity and growth at the individual business level and for public institutions. However, regardless of the evidence, the underlying truth is that Sweden does not have the luxury of passing up this opportunity. For a small and open economy such as Sweden s, increasing the productivity and competitiveness of Swedish businesses and public institutions is a prerequisite for future economic well-being. We do know that digitally mature businesses grow faster and are more profitable. As we noted in Digital Sweden: How Consumers Are Setting the Pace and Creating Opportunities for Businesses (BCG report, May 2013), Swedish businesses that make wider and more extensive use of the Internet and digital services are growing faster and are more profitable. For example, the most digitized Swedish businesses enjoyed a revenue growth premium of 1.8 percentage points, compared with the least digitized. Another BCG study that focused on digital services and small and midsize businesses (SMEs) showed that highly digitized SMEs have outgrown less digitized companies by 13 percentage points for revenue and by 10 percentage points for job creation. (See Ahead of the Curve: Lessons on Technology and Growth from Small-Business Leaders, BCG report, October 2013.) Furthermore, we know that SMEs and businesses belonging to the high-tech and service sectors are not the only ones to benefit from digitization and technological advancements. Over the coming two decades, advancements in big data, advanced robotics, the Internet of Things, augmented reality, and additive manufacturing, to name a few advances, are expected to fundamentally transform businesses across sectors. (See Exhibit 3.) For example, a study conducted on the German industrial- Exhibit 3 Digitization and Technology Will Reshape Entire Industries Big data and analytics Deep insights into supply chains and better forecasts Additive manufacturing Tailored products produced in smaller lots and closer to the point of sale or use Augmented reality Technologically enhanced senses that improve safety and efficiency Advanced robotics Autonomous, cooperating robots with numerous integrated sensors Major trends will fundamentally change the way businesses operate and compete Autonomous transportation Intelligent, autonomous systems (for example, self-driving vehicles) Cloud solutions Highly scalable so ware-as-a-service apps with remote storage and processing power Internet of Things Intelligently connected smart objects to link material and information flows Source: BCG analysis. Ubiquitous connectivity Always on access to content and communication capabilities Social, local, mobile, and digital platforms Ongoing engagement with customers and communities 10 Launching A New Digital Agenda
13 production sector showed that technological advancements could result in a manufacturing productivity gain of 5 to 8 percent, which is equal to a decrease in manufacturing costs of 90 billion to 150 billion. (See Industry 4.0: The Future of Productivity and Growth in Manufacturing Industries, BCG Focus, April 2015.) It is a fact that governments that leverage digital processes and services can serve their citizens more efficiently and have a greater impact at a lower cost. Digital processes are often quicker and significantly less costly on a per errand basis than offline encounters involving long lines, extended call-waiting times, paper handling, and other manual procedures. In research undertaken jointly with the Secure Identity Alliance, BCG has estimated the potential efficiency benefits of e-government programs globally at up to $50 billion a year by (See Digital Government: Turning the Rhetoric into Reality, BCG report, June 2014.) In addition, the digitization of the Danish government was expected to generate savings of almost SEK 4 billion from 2012 through Furthermore, today s public institutions are increasingly required to expand their digital presence; citizens expect public services to be easily accessible at all times and through all devices. Transforming the Private and Public Sectors Despite the challenges and the increasingly competitive global economy, Sweden is still well positioned to succeed. It is not too late. However, for Sweden to remain competitive, its private and public sectors need to start investing in the future. Now is not the time for Sweden to be complacent. Andrew Wyckoff, OECD director for science, technology, and innovation, Google Sessions, Stockholm, Sweden, March 30, 2015 As a small, open economy in a globalized world, Sweden is heavily dependent on the relative competitiveness of its private sector. But in today s economy, digitally mature businesses have a competitive advantage, compared with their less-digitized peers. And while Sweden is often viewed as a leading digital nation, the Swedish private sector is no longer a European leader for digitization. The country s competitiveness is thus threatened. While Swedish companies remain well above the EU average on digitization, they are not leading in any category and have a negative ranking trend for several digitization criteria. (See Exhibit 4.) In order to remain competitive, Swedish companies across the entire business sector need to leverage technology and digitization to a larger extent: Several global multinational corporations and large enterprises in Sweden across all industry segments are currently undergoing digital initiatives, or even digital transformations, to maintain competiveness and create shareholder value. However, very few are digitizing at the scale and pace required. SMEs today have the opportunity to deploy digital and cloud-based solutions to grow faster and create more jobs, but the majority is not doing so at the scale required. Hence, there is a need to educate SMEs on the need for digitization and to support them in making the investments required to further grow their businesses. Sweden is performing well on high-tech start-ups, as illustrated by the five Swedish unicorns (start-ups with a valuation that exceeds $1 billion) of the past decade. 3 However, we can unlock significantly more potential if we remove the structural barriers to entrepreneurship and further support investment in innovation. In addition to the private sector, the Swedish government and public institutions urgently need to start investing in digitization, given that we have rapidly lost our position as a benchmark country. As seen in the BCG e-intensity Index in the previous chapter, government engagement is the only category for which Sweden does not rank among the top ten leading digital nations in 2013 and the category for which Sweden has The Boston Consulting Group 11
14 Exhibit 4 Swedish Businesses Are Not Digitized Enough Top five European countries, the EU average, and Sweden share of businesses fulfilling each criteria, 2014 (%) E-enablement E-commerce E-business E-integration Mobile Online Turnover in CRM ERP % Website broadband % ordering e-commerce (%) % so ware so ware % SCM so ware * Customers or suppliers Ireland Poland Slovenia Finland Czech Republic UK Denmark Sweden (# 4) Germany Finland Denmark Sweden (# 2) Netherlands Denmark Norway Czech Republic Netherlands Netherlands Austria Germany Finland Belgium Austria Sweden (# 3) Denmark France Lithuania EU Portugal Croatia 80 Iceland Greece 45 Latvia EU Sweden (# 4) Spain Norway UK Slovakia Sweden (# 5) Sweden (# 26) Slovakia Lithuania EU EU Sweden (# 8) Sweden (# 9) 60 Change in Sweden s ranking, 2014 versus 2010 EU EU EU EU 6 1 Sources: Eurostat; OECD; BCG analysis. Note: Mapping is approximate. All enterprises employ more than ten people, except enterprises in the financial sector. CRM = customer relationship management. ERP = enterprise resource planning. SCM = supply chain management. * Enterprises using automated data exchange with other information and communications technology systems outside their enterprise (2012 data). Enterprises whose business processes are automatically linked to those of their customers or suppliers (2012 data). Data from 2011 used for comparison. experienced the largest drop in the ranking, compared with rankings for The concept of e-government is spreading and has great potential to improve productivity within the public sector by boosting efficiency and the quality of interactions with citizens. In order to improve productivity and the quality of the public sector, the Swedish government should not only continue its present work but also launch an aspiration to build a worldleading e-government, with a fully digitized setup covering all crucial interaction points with individuals and enterprises across all public institutions. Notes 1. Erik Brynjolfsson, The Productivity Paradox of Information Technology: Review and Assessment, Communications of the ACM, December Microsoft. 3. Spotify, Skype, Klarna, King.com, and Mojang. 12 Launching A New Digital Agenda
15 Innovation and Entrepreneurship The Swedish economy is largely built on small businesses. Today, businesses with less than 250 employees account for approximately 60 percent of the country s production value and 65 percent of all jobs. 1 Furthermore, innovation and entrepreneurship are critical components for driving economic growth and job creation. Research shows that two-thirds of economic growth comes from innovation and that 80 percent of Swedish job creation is in companies with less than 50 employees. 2 Hence, creating an environment that promotes and awards entrepreneurship and innovation must be an important priority to secure the country s future economic well-being. Unlocking the Full Potential Swedish innovation and entrepreneurship is renowned not only for historical reasons but also for the recent success of tech start-ups, such as Spotify, Skype, Klarna, King.com, and Mojang. Although the Nordics only contribute to roughly 2 percent of global GDP today, over the past ten years almost 10 percent of billiondollar start-up exits and 53 percent of European exits have occurred in a Nordic country. 3 Furthermore, Sweden is the exit leader, making up for half of the Nordic contribution, and Stockholm ranks second among cities worldwide for billion-dollar start-ups per capita. 4 Similarly, a disproportionately large share of European venture capital is allocated to Nordic start-ups and Swedish ones, in particular. Stockholm is widely regarded as a top-ten cluster for innovation. David Rowan, editor of Wired UK, Google Sessions, Stockholm, Sweden, May 5, 2015 However, looking at the health and wellbeing of Swedish SMEs from an aggregate perspective, there are some concerns. Swedish entrepreneurs growth ambitions are in the bottom quartile, compared with those of entrepreneurs from member countries of the Organisation of Economic Co-operation and Development (OECD). Swedish entrepreneurs also make up a smaller share of the country s population, when compared with the average share for other European nations. 5 Employment growth among SMEs is lower in Sweden than in many competing countries, and SMEs are struggling to raise capital for investment at attractive interest rates. Sweden invests significant resources in innovation and ranks fourth in the share of GDP invested in R&D, compared with its peers. 6 However, Sweden is falling behind its peers in converting investment into entrepreneurial activity. Education is a cornerstone for fostering entrepreneurship. The Nordic countries are in the bottom half of their main competitors for the percentage of adults attaining a tertiary educa- The Boston Consulting Group 13
16 tion, and the share of graduates pursuing degrees in science and engineering is relatively low. Contrary to common belief, Sweden has some of the lowest immigrant-labor inflows relative to its population size, and only 16 percent of students enrolled in tertiary education are immigrants. 7 Furthermore, entrepreneurship is not encouraged, as Swedish entrepreneurs face some of the world s highest taxes on stock and stock options, given that they are oftentimes taxed as income and not capital. Taxing stock options as capital gains is a low-hanging fruit if Sweden wants to boost entrepreneurship. Anders Borg, vice chairman of Kinnevik, Google Sessions, Stockholm, Sweden, March 30, 2015 Sweden supports and invests in innovation, but the system is complex and the funds are partially misguided. There are approximately 50 organizations and government bodies assigned to the task of supporting entrepreneurship and fostering innovation, but with partially overlapping mandates and a low degree of coordination. As a result, there is a need for a governing body that is responsible for coordinating and overseeing these organizations. Furthermore, approximately SEK 10 billion of government spending is allocated to innovation equity funding per year, but the majority of spending is directed to early phases of innovation, rather than toward commercialization, implementation, and internationalization of early stage ideas. For these reasons, the initiative, recently launched by the Swedish Ministry of Enterprise and Innovation, analyzing the role of public funding, should be warmly received. The initiative focuses on reviewing the supply and demand for funding among Swedish start-ups and SMEs, finding ways to optimize structures for public funding, and surveying methods for collaboration between public and private funding. Which view is truer? That we are facing large structural issues or that we are succeeding? In practice, this question is only theoretical. Independent of how many successful entrepreneurs and start-ups Sweden has fostered, the reality is that it needs many more. Driven by globalization, digitization, and automation, the entrepreneur is very much an expression of the skills needed to succeed. The more important question is, what should Sweden do to further improve the breeding ground for successful entrepreneurship and innovation? Learnings from Abroad In times of technological transformation and economic uncertainty, innovation and entrepreneurship is high on the agenda for governments around the world. Over the past decade, several mature market economies have launched new innovation agendas and invested heavily in entrepreneurship. For Sweden, one source of inspiration is to learn from successful initiatives and leading clusters around the world and to implement what has proven to be successful elsewhere. It is absolutely key to have government leadership that understands innovation in their bones. Rohan Silva, former senior policy advisor to the UK government, Google Sessions, Stockholm, Sweden, May 5, 2015 In 2010, British Prime Minister David Cameron launched the Blueprint for Technology with twin ambitions: to make Britain the most attractive place in the world to start a company and invest in innovative technology and to make the British government the most technology-friendly government in the world. The blueprint also laid out a comprehensive framework, with concrete initiatives, for how the ambition would be achieved. (See Exhibit 5.) Initiatives from the blueprint covered several important levers of enablement, including the attraction of global entrepreneurial talent, investment in clusters of innovation, improved access to funding (particularly for the commercialization of new technologies), revised intellectual property and copyright laws, and a more favorable corporate-tax regime. Adding to this, the UK government also 14 Launching A New Digital Agenda
17 Exhibit 5 The UK s Blueprint for Technology Was Launched in 2010 Initiatives Clusters and infrastructure Launched the initiative to make East London one of the world s leading clusters for innovation Invested 200 million in the establishment of technology and innovation centers, focusing on commercializing ideas Committed 400 million to build the best broadband network in Europe The government should support, not create, local clusters of innovation. Rohan Silva, former senior policy advisor to the UK government Capital and funding Simplified government funding structures for innovation Introduced significant tax breaks on angel investments Directed public funds towards SMEs and start-ups by capping the value of public tender contracts and by redefining the investment strategies of pension funds to favor the needs of start-ups We will aim to create the most competitive environment in the developed world for venture capital and early stage investment. David Cameron, UK prime minister Talent and skills Introduced the entrepreneur visa program to attract leading foreign entrepreneurial talent Increased funding for adult IT apprenticeship programs to minimize the digital skills gap and create new jobs in the ICT sector With our new entrepreneur visa, we want the whole world to know that Britain is the home of enterprise and the land of opportunity. David Cameron, UK prime minister Taxation and regulation Reduced corporate taxes and reformed the taxation of IP Reviewed the IP legislation to ensure that the UK IP framework maximizes support for technology innovation and creativity Introduced a peer-to-patent system to increase transparency on existing patents and to help maintain patent quality on new applications The role of government is to act as an enabler and a simplifier for creating innovation. Rohan Silva, former senior policy advisor to the UK government Source: UK government s Blueprint for Technology. Note: SME = small and midsize enterprise. ICT = information and communications technology. IP = intellectual property. introduced targeted tax subsidies for growing sectors where technology and digitization play a prominent role, such as the video games industry, to favor an even more rapid expansion of these industries. Singapore recently launched a highly ambitious innovation agenda, but the real success of Singapore lies in the country s ability to build innovation clusters for emerging sectors. For example, over the past decade, Singapore built a leading global cluster for water technology, today employing about 11,000 people, and exporting technology and services every year that is valued in the billions of SEK. 8 The ability to build and support the development of world-leading clusters of innovation continues to be a critical component for countries in creating internationally competitive enterprises. In the digitized global economy, a nation s ability to drive innovation is a main competitive advantage. Although Sweden has a strong legacy of entrepreneurship and a renowned start-up scene, there are also structural and cultural challenges that the country needs to overcome. For Sweden to remain competitive, overcoming these structural challenges, boosting the status of the entrepreneur, and empowering those tempted to become entrepreneurs must be a top priority. In doing so, there is a need for launching a comprehensive framework for promoting innovation and entrepreneurship. Notes 1. Statistics Sweden (SCB). 2. Företagarna. 3. Creandum. 4. Atomico. 5. OECD. 6. Riksrevisionen. 7. Singapore government. 8. Singapore government. The Boston Consulting Group 15
18 Talent and Skills Which jobs will be relevant in the future economy? What will be the role of human beings in a future where significant shares of people s working lives are computerized? What are the skills and talents needed to increase Sweden s competitiveness and to continue winning in a digitized economy? The relationship between human beings and technology is filled with hope, fear, and possibilities. Although the exact impact of new technologies is unknown, we know that they will continue to have a profound influence on people s day-to-day working lives. Transforming in the face of uncertainty is not easy. In order to be successful, Sweden will have to adopt an agile approach, where changing circumstances are met with more rapid responses than those being provided today. People are inherently bad at predicting the future, and we need to accept that we cannot be certain of what jobs, competencies, and processes will be automated. The solution is to better understand how we should act in the face of uncertainty. Anders Sandberg, a researcher at the University of Oxford, Google Sessions, Stockholm, Sweden, May 28, 2015 The Impact of Digitization and Automation The automation of competencies and the resulting structural transformations are not new phenomena. For example, driven by automation in industrial production, the Swedish economy has over the past half century been transformed from a manufacturingbased economy into a knowledge-based service economy. This structural transformation was instrumental for building today s competitive Swedish economy, but the transformation also put pressure on raising education levels, limiting unemployment, and managing inequality. Today, in the face of digitization, robotics, and rapid automation, the Swedish economy is facing a new set of challenges and opportunities. Digital technology has already radically changed the way we work and the demand for skills and talent. Today, an absolute majority of jobs requires digital competencies. Approximately 70 percent of all Swedish companies use online solutions in their daily operations, 10 percent of companies wanted to recruit an IT specialist in 2013, 1 and more than 5 percent of the total Swedish workforce is made up of ICT specialists. 2 This technological shift has led to the creation of new jobs, as highlighted by the significant skills and talent gap experienced by the ICT sector and other IT-intensive industries. 16 Launching A New Digital Agenda
19 In the Swedish ICT sector alone there is a current talent gap of 30,000 qualified positions, a gap that is expected to double in size by An Eye Toward the Future Going forward, technological advancements have the potential to, once again, fundamentally reshape the labor market, as more and more routine-based human skills are automated. Over the coming 20 years, more than 50 percent of Swedish jobs could be replaced by technical solutions. 4 In contrast to previous waves of automation, future digitization and automation are expected to impact jobs in the service sector and among skilled workers to a much larger extent. Technological determinism is nonsense. We decide how and for what we want to use machines. Nicklas Lundblad, senior director of public policy at Google, Google Sessions, Stockholm, Sweden, May 28, 2015 Given the historical impact of automation and the rapid development of technology, it is reasonable to expect that over the coming two decades a considerable part of existing jobs will be subject to automation. But the replacement of human labor with machines is in no way a strictly negative development. First, jobs are not a finite resource. New jobs will continue to be created as a consequence of technological advancement and the interplay between machines and human beings. Second, as routine-based tasks are automated, the new jobs being created will be more stimulating and focus more on uniquely human skills, such as creativity, social abilities, and manual dexterity, which are not easily replicated by existing technological solutions. A country s ability to transform its human capital to face new technology, increasing levels of digitization and automation, and the demand for new skills and talent will be one of the most important factors for managing unemployment and driving economic growth. [Part of our current debate] is based on the assumption that labor must be a zero-sum game. If a machine can perform a job, it means that a person becomes permanently unemployed. That is quite an egregious assumption, given that historically that has never been the case. Nicklas Lundblad, senior director of public policy at Google, Google Sessions, Stockholm, Sweden, May 28, 2015 In order to build winning talent and skills in digitization and technology, Sweden needs to launch a national strategic-workforce program that consists of four integrated parts. (See Exhibit 6.) Forecasting Supply and Demand. To better facilitate the transition from the current state to the future one, Sweden should perform strategic workforce planning on a national level. This would enable a much more educated discussion about which sectors and competencies will experience severe talent gaps, be heavily affected by changing demographics, and have large labor surpluses. It will also allow the country to plan ahead with a longer time horizon. Rethinking Education. First, Sweden needs to rethink the primary and secondary school system. To minimize the talent gap, the country needs to improve equity and integration across schools and students, so that it develops talent across all societal levels. Furthermore, Sweden needs to rethink the core curriculum to focus more on the needs of the digital age, to create transparency in real outcomes, and to individualize learning to improve the quality of education. Specifically, creativity needs to be at the center of this new curriculum. Second, Swedish tertiary education should be designed to develop internationally competitive talent, match competencies to the needs of the economy, and provide a differentiated range of educational options (for example, launch cross-disciplinary programs). The Boston Consulting Group 17
20 Exhibit 6 Sweden Needs a National Strategic-Workforce Program Forecast supply and demand Leverage strategic workforce planning at the national level Have a more informed public debate on skill shortages and surpluses Rethink education Modernize curriculum and improve equity in primary and secondary schools Differentiate and better define targets for tertiary education 1 2 A national strategic-workforce program to build winning talent and skills in digitization and technology Attract top international talent 3 4 Retain top talent Lower barriers for relocation (for example, by providing access to affordable housing) Introduce dedicated visa programs for top international talent and entrepreneurs Strengthen the link between tertiary education and the labor market Better integrate non-swedish-speaking talent into the labor market Sources: The Workforce Crisis of 2030 and How to Start Solving It, Ted talk, October 2014; BCG analysis. Attracting Top International Talent. Sweden is competing in a global market for talent a market in which people increasingly choose their place of residence first and then their employers. And while Sweden is viewed as an attractive place to relocate, particularly because of its high standard of living, there are several obstacles commonly identified for expats. Barriers to relocation include the expensive housing market, the high marginal tax on income, and a lack of job opportunities for spouses and partners. Addressing these obstacles is crucial to ensure Sweden remains competitive in the global war for top talent. Also, Sweden should look at what has been done in the UK, Singapore, and several other countries with regards to attracting top talent and entrepreneurs through dedicated visa programs. Sweden needs to work hard to strengthen the link between tertiary education and the labor market. Although the full impact of automation and digitization on the labor market is not yet clear, the time to act is now. For Sweden to successfully manage the next wave of structural transformation, it needs to start the transition now and invest in creating the talent and skills needed for the future economy. Notes 1. SCB. 2. OECD. 3. Kompetensbrist i IT- och Telekomsektorn, Telekomföretagen, March Vartannat jobb automatiseras inom 20 år, The Swedish Foundation for Strategic Research, June Retaining Top Talent. The competitive global market is also putting pressure on the country s ability to retain its top talent. Sweden s ability to retain talent rests on two dimensions: the ability to offer an internationally attractive business environment and the ability to incorporate talent into the local economy after graduation. For the second dimension, 18 Launching A New Digital Agenda
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text:
Konshens, Sara Lawrence, new Lime brand ambassadors
Following an announcement that he is now a LIME brand ambassador, dancehall artiste, Konshens, says he is pleased with the
partnership that will
also benefit his
The announcement of Konshens as a brand ambassador was made last Friday at Ribbiz Ultra Lounge in Barbican, St Andrew.
"I think it is a major stepping stone for me as an individual and as an artiste, not just for me, but for the industry as a whole. It shows that positive things are still happening and I think more of our artistes are looking at themselves as a brand nowadays and other brands are becoming aligned with them," Konshens said.
In addition to being named an ambassador, Konshens received a cheque valued at $500,000 for his Konshens Adopt A Cause Charity Foundation.
LIME's vice-president of marketing, Carlo Redwood, added that LIME would also be working with Konshens' foundation on a number of projects.
Giving back to society
"We will be working with him a lot to make sure that we can both continue to give back in different ways to Jamaica," he told The Gleaner.
While the partnership with Konshens isn't entirely new, Redwood says he is very pleased to have the artiste on board.
"Music is an important part of what our customers love. You can't do anything in Jamaica without music and we believe that he was the right choice for us," Redwood said. "He is all about giving back. He has a foundation and is very focused on it. All the elements we were looking for, we got, because we were looking for someone to help communicate our value message through music."
But Konshens is not the only new ambassador, as former beauty queen, Sara Lawrence, was also announced as another of LIME's brand ambassadors.
"It is an honour to be asked by such a major company, not only locally, but regionally, to represent the brand. It is one of a few other endorsements, but every one is unique. Every time I am asked to do something like this, I am truly humbled," Lawrence told The Gleaner.
Lawrence, who was also presented with a new mobile phone at the event, noted that the advertisements with her will be seen in coming weeks and she also plans to work closely with the LIME Foundation.