By US Army PAO November 1, 2021 12:15 pm

FORT CAMPBELL, KY Military vehicles and equipment from the 101st Airborne Division (Air Assault) will be traveling on Kentucky and Indiana roadways from Oct. 30-Nov. 6 as part of a division-wide training exercise Operation Lethal Eagle.

The majority of the traffic will be on I-24 (from Fort Campbell, Exit 86 to Exit 81), I-169, Western Kentucky Parkway, and I-69.

Convoys will depart Fort Campbell, Kentucky traveling to Greenville, Kentucky, Fort Knox, Kentucky, and Camp Atterbury, Indiana between Oct. 30 and Nov. 6. Each convoy may contain 10 or more vehicles, with as many as 200 vehicles on the roadways each day.

The vehicles will be operated by military drivers from the 101st Airborne Division (Air Assault) stationed at Fort Campbell. These movements will occur during daylight hours, however, there may be temporary disruptions to road traffic.

Were alerting the public to reduce inconvenience in travel time and to remind motorists use extra caution when driving near military vehicle convoys, said Lt. Col. Kari McEwen, the 101st Airborne Division (Air Assault) public affairs officer. We encourage the public to plan accordingly and allow extra time in their travels, especially if those travels include traveling on I-24, I-169, Western Kentucky Parkway, and I-69 and through construction zones.

The convoys are moving to training areas in Kentucky and Indiana as part of the division-wide exercise Operation Lethal Eagle taking place from Nov. 1-21.

Maj. Gen. JP McGee, commanding general of the 101st Airborne Division (Air Assault) and Fort Campbell, said Operation Lethal Eagle is the first division-wide field training exercise the division has held in 20 years.

Our mission now is to focus on the future fight, and be prepared for a fight against near peer threats this is described as being ready for Large Scale Combat Operations. For these types of operations, we will operate for an extended period of time in the field, we will operate in a more centralized fashion, and we must be skilled in bringing all of our divisional assets into the fight, said McGee.

See the article here:
Army vehicles to convoy up Interstate 24 for 101st Airborne Division training this week | ClarksvilleNow.com - Clarksville Now

Viemed overcomes headwinds

LAFAYETTE, La. Viemed Healthcare reported net revenues of $27.8 million that are attributable to the companys core business, a 12% increase compared to the same period last year and a 6% increase compared to the second quarter.

Total net revenues for the third quarter were $29.3 million, including $1.5 million in net revenues for contact and vaccine tracing services and product sales related to the COVID-19 pandemic.

We are excited to report another record-breaking quarter despite headwinds associated with the Delta variant, said Casey Hoyt, CEO of Viemed. The resiliency of our workforce and the strength of our relationship has driven our continued grow during these unprecedented times.

Viemed reported net income of $1.8 million for the third quarter this year vs. $2.8 million for the same period last year.

The company says it grew its ventilator patient count to 8,200 by Sept. 30, 2021, compared to 8,103, by June 30, 2021.

The nationwide sales training programs conducted during the previous quarter have concluded and are expected to give our sales force new products to add to our superior service model, Hoyt said. As we look forward, we continue to believe that our ability to provide technology enabled health care in the home setting will create enormous value and positive patient outcomes.

Viemed expects to generate net revenues of about $27.8 million to $28.8 million that are attributable to its core business during the fourth quarter.

Link:
Viemed overcomes headwinds - HME News

Six years ago, Jackie Ellis found herself walking the longest quarter of a mile of her life.She had just started off on one of her daily, three-mile runs when a devastating pain hit her chest and she keeled over. She was having a heart attack. Her hands and knees were on the ground and her body told her to just lay down for a few minutes until she could regain her composure. But her head told her otherwise, as she scrambled to her feet and started to hobble home and then to the hospital.

I had been training for a fitness competition, so I was in the best shape of my life, clean eating and exercising six days a week, but that wasnt enough, says the mom of two, who had no major risk factors for coronary heart disease. But I felt constant stress and was exhausted all the time. I was working forty-plus hours a week running a tennis and fitness club, doing personal training, shuttling my kids around as part of the soccer mom thing, and starting a side hustle in online marketing. I was overwhelmed.

Want To Skyrocket Your Sales? Take The Emotion Out Of Your Ads | Stephanie Burns

Once she was released from the cardiac unit, Ellis decided that her days of counting other peoples push ups and renewing memberships would have to come to an end for her to save her health. I dont believe in work/life balance, says Ellis. Things cant be evenly important. For everything theres a season where one thing is more important than something else. I realized that I had to prioritize my health and my family. She transitioned to working 15-20 hours a week as a digital marketing strategist and eventually ended up making six times as much as she did at her former job. To date, she has done everything from helping her clients turn $27 products into five-figure income in a month to supporting her clients in executing multi-million dollar launches.

I caught up with Ellis, now the founder of a highly sought-after digital marketing agency that supports busy, online entrepreneurs, to find out how she was able to use entrepreneurship to transition to a less hectic schedule, what helped her fast-track her marketing business to success, how to get glowing customer reviews and why emotions get entrepreneurs in trouble when it comes to making money in their sleep with Facebook ads.

Stephanie Burns: How were you able to get your business up and running so quickly?

Jackie Ellis: The Christmas spirit spurred me to do it. Just before Thanksgiving back in 2017, I was panicking because my kids winter break was coming and I knew that I wanted to spend as much time as possible with them over the holidays. The idea of shuttling my kids off to day camps while I toiled away at my full time job was hitting me hard.

While working at the fitness club, I would write emails and newsletters and design ads. I picked up enough marketing skills to start a side hustle. But I didnt feel ready to leave my job because I was only making $500 a month on my freelance marketing. So I told myself that once my side hustle income matched my day job income, I could quit. I did it within two months. And that was just from four days a week of work.

Want To Skyrocket Your Sales? Take The Emotion Out Of Your Ads | Stephanie Burns

Burns: Its hard to get clients when youre starting out. How were you able to get quality ones fast?

Ellis: My business has always grown through word of mouth. The key to getting glowing referrals is taking excellent care of your clients. If they get good resultsand even more important, feel valued by youtheyll tell their friends and thats how your business will grow.

That being said, first I had to find those initial clients. As much as I hate to admit it, I wouldnt be where I am now if I hadnt stepped into a bigger room and joined a thousand-dollar a month mastermind after quitting my job. I really couldnt afford it. But as soon as I joined, three people in the group hired me to do the Facebook ads for their business. If I hadnt joined, they wouldnt know me and I wouldnt know them. My sales snowballed from there. Since then, Ive doubled my companys revenue three times and grown a team to seven people working for me.

Burns: What are some secrets to keeping your clients happy to the tune of doubling your income three times since starting your business?

Ellis: First, Ive intentionally kept my business small so my team and I actually have time to connect with our clients. My first priority is serving my clients. People who work with us have so many choices when it comes to Facebook ads: they could do it themselveswhich is scaryor hire a big agencywhich might not have the best communication with them. So we try to give them the best results possible while making them feel loved and heard. We try to serve the heck out of them. We check in with our clients multiple times a week through email. Its much easier to keep current clients happy than to run out to find new ones. Fast growth is not where its at for us.

It was also really important for me to grow a team. When my revenue increased, there was more work than I could do myself. I couldve chosen to pocket all the extra income and be a stressed out, hot mess all over againand my clients wouldve been dissatisfied. Or I could choose to start hiring people. So I started hiring. The first position I hired was a virtual assistant who had some basic ad skills as well as project management abilities. I could barely afford to pay myself, but I knew my company wouldnt go anywhere and I wouldnt be able to keep my clients satisfied without some additional help.

Finally, I improved my level of servicewhen I increased my rates. I looked at what comparable, boutique agencies were charging and what they were including in their offers. I was giving my clients so much more! I also took feedback from my clients in their onboarding forms. Theyd tell me what they werent happy with and it was the perfect way to know how to serve them better than the last place. It enabled me to blow them away.

Want To Skyrocket Your Sales? Take The Emotion Out Of Your Ads | Stephanie Burns

Burns: When it comes to running ads, how do you take the emotion out of the process?

Ellis: Im not saying that Facebook ads and sales copy should be devoid of emotion. When youre crafting that content, you absolutely want to make sure that you touch on pain points and create a compelling vision for your potential customers of the life theyd like to live. But when it comes to buying ads, thats where the emotion needs to stop. When you hire an agency to handle your ads, theyre able to bring an analyticalnot an emotionalbrain to the process. When youre doing it on your own, youre freaking out about how much money you spent on ads over the weekend or mistakenly focusing on what a $2 ad can get you instead of what a $5 ad reaps.

Whether its relationships or revenue, when were emotional about something we dont make the best decisions. When it comes to ads, we need to be less emotional and more logical. We have to focus on the information as data and the numbers are clues. Think of this as an experiment where you then figure out what youre going to do with the resultsbesides pulling your ads or throwing more money into them. Maybe you discover the offer you created isnt resonating with people, so you tweak it. Or perhaps you realize something that is resonating with people in your ads should also be used in your emails and social media posts. Ultimately Facebook ads provide data that tells you what people like, which people like it and how to improve it.

It also helps to remind yourself that you might get emotional about the numbers before you go into your ads manager. A mindset shift where you tell yourself, Im going to look, but Im not going to freak out and pull all my ads, can help.

Burns: Why do you do what you do?

Ellis: Five years ago, when I started my business, I realized that I could pave my own way to success. And if I could do it, I could help other women do so as well. I want other female entrepreneurs to live out their own dreamsand do it all with less stress. To be able to take an item off of my clients overflowing to-do list of home schooling and transporting kids to sports is a privilege. To be able to help my clients grow a successful business without adding even more stress to their plate is an honor. Id love to be able to say that I prevented thousands of women from having stress-related heart attacks. But even if its just one, it will have been worth it.

Read this article:
Want To Skyrocket Your Sales? Take The Emotion Out Of Your Ads - Forbes

The latest research report on the Global Sales Training and Onboarding Software Market provides the cumulative study on the COVID-19 outbreak to provide the latest information on the key features of the Sales Training and Onboarding Software market. This intelligence report contains investigations based on current scenarios, historical records and future forecasts. The report contains various market forecasts related to market size, revenue, production, CAGR, consumption, gross margin in the form of charts, graphs, pie charts, tables and more. While emphasizing the main driving and restraining forces in this market, the report also offers a comprehensive study of future trends and developments in the market. It also examines the role of the major market players involved in the industry, including their business overview, financial summary and SWOT analysis. It provides a 360-degree overview of the industries competitive landscape. Sales Training and Onboarding Software Market shows steady growth and CAGR is expected to improve during the forecast period.

The Global Sales Training and Onboarding Software Market Report gives you in-depth information, industry knowledge, market forecast and analysis. The global Sales Training and Onboarding Software industry report also clarifies financial risks and environmental compliance. The Global Sales Training and Onboarding Software Market Report helps industry enthusiasts including investors and decision makers to make reliable capital investments, develop strategies, optimize their business portfolio, succeed in innovation and work safely and sustainably.

Get FREE Sample copy of this Report with Graphs and Charts at:https://reportsglobe.com/download-sample/?rid=308584

The segmentation chapters enable readers to understand aspects of the market such as its products, available technology and applications. These chapters are written to describe their development over the years and the course they are likely to take in the coming years. The research report also provides detailed information on new trends that may define the development of these segments in the coming years.

Sales Training and Onboarding Software Market Segmentation:

Sales Training and Onboarding Software Market, By Application (2016-2027)

Sales Training and Onboarding Software Market, By Product (2016-2027)

Major Players Operating in the Sales Training and Onboarding Software Market:

Company Profiles This is a very important section of the report that contains accurate and detailed profiles for the major players in the global Sales Training and Onboarding Software market. It provides information on the main business, markets, gross margin, revenue, price, production and other factors that define the market development of the players studied in the Sales Training and Onboarding Software market report.

Global Sales Training and Onboarding Software Market: Regional Segments

The different section on regional segmentation gives the regional aspects of the worldwide Sales Training and Onboarding Software market. This chapter describes the regulatory structure that is likely to impact the complete market. It highlights the political landscape in the market and predicts its influence on the Sales Training and Onboarding Software market globally.

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The Study Objectives are:

This report includes the estimation of market size for value (million USD) and volume (K Units). Both top-down and bottom-up approaches have been used to estimate and validate the market size of Sales Training and Onboarding Software market, to estimate the size of various other dependent submarkets in the overall market. Key players in the market have been identified through secondary research, and their market shares have been determined through primary and secondary research. All percentage shares, splits, and breakdowns have been determined using secondary sources and verified primary sources.

Some Major Points from Table of Contents:

Chapter 1. Research Methodology & Data Sources

Chapter 2. Executive Summary

Chapter 3. Sales Training and Onboarding Software Market: Industry Analysis

Chapter 4. Sales Training and Onboarding Software Market: Product Insights

Chapter 5. Sales Training and Onboarding Software Market: Application Insights

Chapter 6. Sales Training and Onboarding Software Market: Regional Insights

Chapter 7. Sales Training and Onboarding Software Market: Competitive Landscape

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Read more:
Sales Training and Onboarding Software Market 2021 SWOT Analysis, Competitive Landscape and Significant Growth | Top Brands:Showpad, MindTickle,...

LAFAYETTE, La., Nov. 01, 2021 (GLOBE NEWSWIRE) -- Viemed Healthcare, Inc. (the Company or Viemed) (NASDAQ:VMD and TSX: VMD.TO), a home medical equipment supplier and the nations largest independent provider of ventilation that provides post-acute respiratory care services, today reported its financial results for the three and nine months ended September 30, 2021.

Operational highlights (all dollar amounts are USD):

Total net revenues for the current quarter were $29.3 million and included $1.5 million of net revenues for contact and vaccine tracing services and product sales related to the COVID-19 pandemic. Net revenues attributable to the Company's core business for the quarter ended September 30, 2021 were $27.8 million, a new Company record, and an increase of $2.9 million, or 12%, over core business revenues reported for the comparable quarter ended September 30, 2020. Net revenues attributable to the core business were up approximately 6% from the second quarter of 2021.

Net income for the quarter ended September 30, 2021 totaled $1.8 million, compared to $2.8 million for the quarter ended September 30, 2020. Net income for the nine months ended September 30, 2021 totaled $5.0 million, compared to $26.5 million for the nine months ended September 30, 2020. In the prior year comparable period, net income included an income tax benefit of $5.3 million and $29.3 million of COVID-19 response sales and services during the height of the COVID-19 pandemic.

Adjusted EBITDA for the quarter ended September 30, 2021 totaled $7.4 million and Adjusted EBITDA for the nine months ended September 30, 2021 totaled $19.7 million. A reconciliation of reported non-GAAP financial measures to their most directly comparable U.S. GAAP financial measures can be found in the tables accompanying this press release.

The Company had a cash balance of $26.9 million at September 30, 2021 ($31.0 million at December 31, 2020) and an overall working capital balance of $27.2 million at September 30, 2021 ($24.2 million at December 31, 2020). Long-term debt as of September 30, 2021 was $4.3 million ($5.8 million at December 31, 2020).

The Company grew its ventilator patient count to 8,200 at September 30, 2021, compared to 8,103 at June 30, 2021.

The Company expects to generate net revenues attributable to its core business of approximately $27.8 million to $28.8 million during the fourth quarter of 2021. While the Company's COVID-19 response related business has slowed during the current year, the Company is continuing to pursue additional sales and support revenues and estimates fourth quarter 2021 net revenues of approximately $1.5 million to $1.7 million related to the COVID-19 pandemic. Total net revenues for the fourth quarter of 2021 are estimated to be approximately $29.3 million to $30.5 million.

We are excited to report another record breaking quarter despite headwinds associated with the Delta variant, said Casey Hoyt, Viemed's CEO. The resiliency of our workforce and the strength of our relationships has driven our continued growth during these unprecedented times. The nationwide sales training programs conducted during the previous quarters have concluded and are expected to give our sales force new products to add to our superior service model. As we look forward, we continue to believe that our ability to provide technology enabled healthcare in the home setting will create enormous value and positive patient outcomes.

Story continues

Conference Call Details

The Company will host a conference call to discuss second quarter results on Tuesday, November 2, 2021 at 11:00 a.m. ET.

The call-in numbers for participants are:

US Toll Free Dial In: 1-877-407-0784 International Toll Free Dial In: 1-201-689-8560 Meeting ID Number: 13723389 Live Event Call me Link (Available 15 minutes prior to start time for participant entry) https://callme.viavid.com/?callme=true&passcode=13707099&h=true&info=company-email&r=true&B=6

Following the conclusion of the call, an audio recording and transcript of the call can be accessed on the Company's website.

ABOUT VIEMED HEALTHCARE, INC.

Viemed is a provider of in-home medical equipment and post-acute respiratory healthcare services in the United States. Viemeds service offerings are focused on effective in-home treatment with clinical practitioners providing therapy and counseling to patients in their homes using cutting edge technology. Visit our website at http://www.viemed.com.

For further information, please contact:

Glen Akselrod Bristol Capital 905-326-1888 glen@bristolir.com

Todd Zehnder Chief Operating Officer Viemed Healthcare, Inc. 337-504-3802 investorinfo@viemed.com

Forward-Looking Statements

Certain statements contained in this press release may constitute forward-looking statements within the meaning of the U.S. Private Securities Litigation Reform Act of 1995 or forward-looking information as such term is defined in applicable Canadian securities legislation (collectively, forward-looking statements). Often, but not always, forward-looking statements can be identified by the use of words such as plans, expects, is expected, budget, potential, scheduled, estimates, forecasts, intends, anticipates, believes, or projects, or the negatives thereof or variations of such words and phrases or statements that certain actions, events or results will, should, may, could, would, might or will be taken, occur or be achieved or the negative of these terms or comparable terminology. All statements other than statements of historical fact, including those that express, or involve discussions as to, expectations, beliefs, plans, objectives, assumptions or future events or performance, including the Company's net revenue guidance for the fourth quarter, are not historical facts and may be forward-looking statements and may involve estimates, assumptions and uncertainties that could cause actual results or outcomes to differ materially from those expressed in the forward-looking statements. Such statements reflect the Company's current views and intentions with respect to future events, and current information available to the Company, and are subject to certain risks, uncertainties and assumptions. Many factors could cause the actual results, performance or achievements that may be expressed or implied by such forward-looking statements to vary from those described herein should one or more of these risks or uncertainties materialize. These factors include, without limitation: the general business, market and economic conditions in the regions in which the Company operates; the impact of the COVID-19 pandemic and the actions taken by governmental authorities, individuals and companies in response to the pandemic on our business, financial condition and results of operations, including on the Company's patient base, revenues, employees, and equipment and supplies; significant capital requirements and operating risks that the Company may be subject to; the ability of the Company to implement business strategies and pursue business opportunities; volatility in the market price of the Company's common shares; the Companys novel business model; the risk that the clinical application of treatments that demonstrate positive results in a study may not be positively replicated or that such test results may not be predictive of actual treatment results or may not result in the adoption of such treatments by providers; the state of the capital markets; the availability of funds and resources to pursue operations; reductions in reimbursement rates and audits of reimbursement claims by various governmental and private payor entities; dependence on few payors; possible new drug discoveries; dependence on key suppliers and the recall of certain Royal Philips BiPAP and CPAP devices and ventilators that we distribute and sell; granting of permits and licenses in a highly regulated business; competition; low profit market segments; disruptions in or attacks (including cyber-attacks) on the Company's information technology, internet, network access or other voice or data communications systems or services; the evolution of various types of fraud or other criminal behavior to which the Company is exposed; the failure of third parties to comply with their obligations; difficulty integrating newly acquired businesses; the impact of new and changes to, or application of, current laws and regulations; the overall difficult litigation and regulatory environment; increased competition; changes in foreign currency rates; increased funding costs and market volatility due to market illiquidity and competition for funding; critical accounting estimates and changes to accounting standards, policies, and methods used by the Company; the Companys status as an emerging growth company; and the occurrence of natural and unnatural catastrophic events or health epidemics or concerns, such as the COVID-19 pandemic, and claims resulting from such events or concerns; as well as those risk factors discussed or referred to in the Companys disclosure documents filed with the U.S. Securities and Exchange Commission (the SEC) available on the SECs website at http://www.sec.gov, including the Companys most recent Annual Report on Form 10-K and Quarterly Report on Form 10-Q, and with the securities regulatory authorities in certain provinces of Canada available at http://www.sedar.com. Should any factor affect the Company in an unexpected manner, or should assumptions underlying the forward-looking statements prove incorrect, the actual results or events may differ materially from the results or events predicted. Any such forward-looking statements are expressly qualified in their entirety by this cautionary statement. Moreover, the Company does not assume responsibility for the accuracy or completeness of such forward-looking statements. The forward-looking statements included in this press release are made as of the date of this press release and the Company undertakes no obligation to publicly update or revise any forward-looking statements, other than as required by applicable law.

VIEMED HEALTHCARE, INC. CONDENSED CONSOLIDATED BALANCE SHEETS (Expressed in thousands of U.S. Dollars, except share amounts) (Unaudited)

At September 30, 2021

At December 31, 2020

ASSETS

Current assets

Cash and cash equivalents

$

26,867

$

30,981

Accounts receivable, net of allowance for doubtful accounts of $7,115 and $9,013 at September 30, 2021 and December 31, 2020, respectively

12,696

12,373

Inventory, net of inventory reserve of $1,237 and $1,353 at September 30, 2021 and December 31, 2020, respectively

2,622

2,310

Income tax receivable

1,420

Prepaid expenses and other assets

3,761

1,511

Total current assets

$

47,366

$

47,175

Long-term assets

Property and equipment, net

59,036

55,056

Equity investments

1,942

733

Deferred tax asset

6,281

8,733

Other long-term assets

861

863

Total long-term assets

$

68,120

$

65,385

TOTAL ASSETS

$

115,486

$

112,560

LIABILITIES

Current liabilities

Trade payables

$

4,734

$

2,096

Deferred revenue

3,795

3,409

Income taxes payable

340

Accrued liabilities

9,283

12,595

Current portion of lease liabilities

481

2,741

Current portion of long-term debt

1,906

1,836

Total current liabilities

$

20,199

$

23,017

Long-term liabilities

Link:
Viemed Healthcare Announces Third Quarter 2021 Financial Results - Yahoo Finance

OSLO, Norway, November 02, 2021--(BUSINESS WIRE)--Solid skills in reading, interpreting, and handling meetings with people with mental health issues take time to develop. For students and professionals within the mental health field, it is a challenge to manage to do enough training in addition to meeting with actual patients.

Over the next 12 months, about 20% of the Norwegian population will have developed some form of mental illness (source: FHI), and a correct assessment and handling are critical to a good recovery. For this reason, the next-generation training solution will now be developed, where health care staff, through gamification and avatars, will get real quantity training in observing and communicating observations of psychological challenges.

A challenge to make correct assessments

There is a great number of health care staff involved in the investigation, diagnostics, and treatment of people with mental illnesses, and it can be a challenging task. Students within healthcare often state that they feel that practical experience related to mental health is often extra challenging. Many newly employed within health care experience that they havent received enough training in doing observations. The theoretical knowledge is there, but they lack practical experience and satisfying amounts of quantity training to make them comfortable meeting people with mental illnesses.

The mental health care unit at St Olavs Hospital receives 16,000 unique patients and gives around 200,000 consultations every year. With a total of 1,600 employees working with children, young, and adults with varying mental health issues, and with the responsibility for the training of students and other health care staff, they have a need for an innovative and effective solution for training.

Due to this, St. Olavs Hospital will develop a tool to give students and employees access to realistic patient encounters in a virtual setting. Attensi AS will therefore develop a platform for this type of training, as well as a first module. EGGS Design will contribute with user-oriented innovation methodology and implementation support.

Story continues

Attensi AS and EGGS Design are entering an innovation partnership together with St. Olavs Hospital HF for the development of the next generations VR solution. 7.9 million NOK will be invested in the project for Attensi and EGGS Design. The development project will start in the fall of 2021 and is expected to be finished by the end of 2022.

"Its incredibly exciting to be able to contribute to developing a simulator that will reduce the gap between theory and practice," says Bjarne Johnson, Sales Director in Attensi.

The use of technological simulation is well-established in both undergraduate as well as graduate studies within health. Simulation is essential to ensure quality in the health services for the population. However, within the mental health field, there hasnt been established significant technological training, even though it is essential that students meet a certain amount of patients in different clinical situations. St Olavs Hospital now wishes to take a step further to increase the possibilities of practical training.

"With easy access to simulated quantity training in realistic situations, the students and other health care staff can get a completely new tool to use in their training and professional development," says Vegard Vestvik, Clinical Manager at St. Olavs Hospital.

"The field of mental health lacks a technological solution that enables quantity training in doing observations of mental illnesses. This is a unique opportunity to develop something that can give and in the long term, the services within mental health, is a great improvement," says idea owner Solveig Klbo Reitan, chief physician at St. Olavs Hospital and professor at NTNU.

The training will focus on developing skills in how to read,' interpret, and handle different situations and patients. They will put high demands on both the visual and textual context, explains Bjarne Johnson, sales director in Attensi. The avatars will speak and express themselves just like actual patients, which puts high demands on animations, facial expressions, movements, and speech. To make the training even more realistic, the simulation will be built with voice control so that the users will actually have to say the right things with the correct tone of voice to the patient' and not simply refer to that they know what they should have said.

"As a psychologist, technologist, and former practice supervisor at the University of Oslo, I have often thought about the challenge that psychology, medical and nursing students have in getting enough quantity training in such an important field as the contact with mentally ill. For me, it took many months after graduation to achieve this. Regular training in patient contact and assessment is largely theoretical, and at best, one-on-one. Both these types are important and useful, but they dont ensure a real quantity training that is repeatable, systematic, and realistic. Our solution will be able to offer this," says Gaute Godager, Creative Leader in Attensi.

The project plans for a user-oriented innovation process and will involve students, health care staff, educational supervisors, and other practitioners from start to end. By understanding the users everyday work and study situations, we can identify the best contexts for simulation as a training form and create good entry points and user journeys with the technology. That way, we can ensure that the solution is useful, accessible, and user-friendly.

"Simulation and gamification will probably be experienced as something new and little unconventional to many that work within mental health. Even if its not exactly scary to use the new technology, it will probably be somewhat of a threshold for many in a busy work or student day. How can we prepare to lower the threshold so that the solution will be used again and again and give the quantity training we wish to achieve? This is what were considering a central problem to solve through design in this project, and were looking forward to working with it," says Ingvill Hoffart, Creative Leader of Service Design in EGGS Design in Trondheim.

About Attensi

Attensi is a Norwegian company specialized in simulation-based training and has grown to become a global leader within the field. All of Attensis solutions are developed for reaching measurable improvement in competence and behavior and to create measurable gains for businesses and organizations by directly impacting key figures positively. The training solution combines advanced 3D modeling with deep insight into human behavior and psychology. Regardless of the training being on mobile, desktop, or in VR, Attensis gamified solutions give users the possibility to learn new skills and behaviors in a fun and engaging manner.

Attensi has delivered services in more than 100 countries, in 20 different languages, and has around 150 employees. Attensi has its headquarters in Oslo, with additional offices in the UK and the USA.

About EGGS Design

EGGS Design is an independent innovation consultancy, helping clients craft new products, services, and business transformations. They create innovations, applications, experiences, products, and services that provide added value and establish organizational efficiency. By focusing on people and stakeholders, they deliver business tools that foster innovation and new business opportunities. EGGS Design works holistically to ensure that human insights align with technology, brand, and business.

About St. Olavs Hospital HF

St. Olavs Hospital is a university hospital that offers specialized treatment to the population. In addition, the hospital has responsibilities within research, education of health care staff, and training of patients and next of kin.

Innovation Norway

Innovation Norway has as its purpose to generate increased value for Norwegian businesses. This should be achieved by ensuring that new businesses survive and develop, that businesses grow and become competitive, and by creating a suitable environment for innovation.

NTNU

NTNU at the faculty for medicine and health sciences offers a broad spectrum of research environments within the fields of medicine and health, and offer education within different areas of medicine and health, and educate qualified candidates to most areas of the health sector, as well as health-related research, business, and management. NTNU participates as a collaborator in the innovation partnership.

Melhus Municipality

Melhus Municipality is the sixth-largest municipality in the Trndelag region, with its 16.700 inhabitants. The municipal health and care services cover the citizens' needs, from children and young to adults and elderly, with a series of different problems, diagnoses, and disabilities. The service has grown significantly and has received many new user groups, and has undertaken a series of new responsibilities over the past 20 years. This way, the service has become a care service for everyone who needs support and assistance, help, and care. The need and potential for new innovation and finding new solutions to meet future challenges is therefore big. The Melhus Municipality participates as a collaborator in the innovation partnership.

Other participants in the project

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Contacts

Kathleen See Attensi@10fold.com 415-800-5387

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Attensi and EGGS Design Have Won an Innovation Contract With St Olav. They Will Develop the Next Generation of Training for Health Workers and...

ISTANBUL -- In January,Ugandan media showed a large convoy of armored personnel carriers driving through downtown Kampala, the capital, days before thegeneral election. Turkish defense analysts identified the vehicles as made in Turkey.

Was the move intended to maintain security or intimidate the opposition with a show of force?

The government never said it was the latter, but PresidentYoweri Museveni, in power since 1986, won the election.

Today, it is Turkish drones that are in hot demand aroundAfrica. Fresh from successful military operations in Libya, Syria and most strikingly in Azerbaijan, theBayraktar TB2 armed drone made by Turkish defense contractorBaykarisdrawing attention of prospective buyer countries as a combat-proven technology.

When Turkish PresidentRecep Tayyip Erdogan visited Angola last month, the 29th African country he has visited, his host PresidentJoao Lourenco reaffirmed the nation's interest in acquiring such capabilities. Lourenco had conveyed his intentwhen he visited Turkey in the summer.

"As you know, we are not conservative about such issues, and I told them we are ready to give all kinds of support," Erdogan said at a joint news conference with Lourenco. "Our defense ministers will talk, and we will take the necessary steps."

TurkishDefense Minister Hulusi Akar accompanied Erdogan on his Africa tour, ensuringthat any agreement between the leaders was immediately put into action.

As Turkey's relations sour with NATO partners and Middle Eastern neighbors such as Egypt, Erdogan is turning to Africa to make up lost business opportunities. Military cooperation is especially effective in this strategy, with Turkey ready to selleverything from armed drones to armored vehicles and providing military trainers.

This also fits with the desireof African states to diversify their sources beyond established suppliers like China and France.

The success of Turkish drones in recent conflicts hasnot gone unnoticed in Africa. According to former U.S. State Department official Rich Outzen's report "Deals, Drones, and National Will -- The New Era in Turkish Power Projection,"Armenia lost 190 main battletanks, 100armored personnel carriersand infantry fighting vehicles anddozens of air defensesystems to Turkish-backed Azerbaijaniattacks,in the Nagorno-Karabakh conflict of September-November 2020.

"As drones of Turkishand Israeli manufacture pierced the air defenseumbrella, Armenian forces proved highly vulnerableto detection and destruction," Outzen wrote.

Turkish dronesare cheaper than those made in the U.S. orIsrael. They also are easy to operate and fit the needs of African states, whosemost common use is against non-state actors and terrorist organizations, according to Caglar Kurc, a Turkish defense analyst.

"From time to time, African states have made expensive acquisitions --like buying aircraft -- but failed inmaintaining and operating them," Kurc said.

AtTurkey's Teknofest aerospace and technology festival in September, visitors from all ages took turns operating Baykar drones using joysticks at ground-control-station simulators. It takes roughly four months of training to become a certificated TB2 drone operator or technician, much shorter than a jet fighter pilot.

Hours after returning to Turkey from the four-day tour of Angola, Togo and Nigeria, Erdogan visited a Baykar factory on Oct. 21, telling employees about the response in Africa to the company's products.

"Let me tell you this frankly:In Africa, wherever we went, they asked us for unarmed and armed drones, including the Akinci," the president said, referring to Baykar's latest high-altitude, long-endurance unmanned combat aerial vehicle.

"The world powers are following you, what you did in [recent conflicts with] unarmed and armed drones," Erdogan said."Because now you are among the world's top 3" most successful countries when it comes to unmanned aerial vehicles.

"I am proud of you as president of this country," he told the 1,500 or so young engineers.

Also present was his son-in-law,Selcuk Bayraktar, the company's chief technology officer, who was trained at the Massachusetts Institute of Technology.

Reuters reported last month Morocco had received its first batch of Turkish drones.Ethiopia also has requested them, much to the ire of North African powerhouse Egypt, which is at odds with both Addis Ababa over a hydropower dam on the Blue Nile and with Turkey over its support forthe Muslim Brotherhood.

The Ethiopian army and forces of the Tigray People's Liberation Front have been fighting for almost a year in a bloody battle that has displaced more than 2 million people and claimed the lives of thousands.

Turkish Exporters Assembly data showsdefense and aviation exports to both Ethiopia and Morocco increased sharply in the past two months, without providing details of any drone sales.

"There may be reports in international media that Egypt is uneasy that we are selling drones to Ethiopia. There is nothing official that came to our attention about the matter," Turkey's Foreign Ministry spokesman Tanju Bilgic told reporters last month. "After all, Turkey and Ethiopia are sovereign nations, and Ethiopia can buythese drones from wherever they want."

Tunisiaalso reportedlyreceived its first batch of armed drones from another defense company, Turkish Aerospace Industries,at the end of September.

In Nigeria, Gov. Bello Matawalleof the state of Zamfara saidin mid-October that he had visited Turkey recently to seek assistance in security matters. Matawalle said he wants to "purchase armed drones to access bandit hideouts and strengthen intelligence gathering to battle the banditry and other criminalities in the state."

Turkey's main rival for drone sales in Africa will be China, saidArda Mevlutoglu, another defense analyst.

"China may have a cost advantage by lowering the price tag in exchange forother concessions from buyer states," he said.

But such low costs are often accompanied by poor service afterward as well as quality problems in sensors and guided ammunitions, at least in their exported versions, Mevlutoglu said."Turkey, meanwhile, offers NATO standards to buyers," he said.

Mevlutoglu cited Somalia, Nigeria, Rwanda, Ethiopia, Niger, Mali andMozambique as countries having serious security problemsin which low-cost drones that areeasy to operate and maintain can be a good solution.

Turkey's military engagement with Africa is not limited to arms sales. The countryhas built a large military base in Somalia where it trains local forces. According to a Pentagon report sent to Congress,Turkey also has been using a private military company,SADAT, founded by Erdogan's former chief adviser, to deploy "several dozen military trainers"to Tripoli to train government-aligned militias and Syrian fighters. SADATmaintains supervision and payment of anestimated 5,000 fighters in Libya,according to U.S. Africa Command. SADAT denies the Pentagon's claims.

Stockholm International Peace Research Institute data shows thetop four arms suppliers to Africa are Russia, China, France and the U.S.

"Turkey has been selling items like armored vehicles, but after the military accomplishments of Turkish drones in Azerbaijan and Libya, African states now also want Turkish drones, as [they are]cheaper and accessible compared to U.S. drones," Kurc said. "Turkey does not apply embargoes or try to change foreign policy course. Turkey follows the footsteps of China on a no-strings-attached arms sales policy, which is welcome for buyers."

Delegations from Africa constituted the largest foreign attendance at the International Defense Industry Fair 2021, held in Istanbul during August, according to Turkishdefense industry czar Ismail Demir.

Attendees included anAfrican president, defense ministers andarmy chiefs. Many defense contracts and cooperation agreements were signed during the event, including Turkey selling its homegrown sniper rifle and machine gun to the G5 Sahel Joint Force --consisting of Mali, Mauritania, Chad, Burkina Faso and Niger --to fight international terrorism ina region largely seen as the backyard of former colonial power France.

Turkey is a relativenewcomerbut also an ascending power in terms of defense ties with Africa, Elem Eyrice Tepeciklioglu of Turkey's private Yasar University told Nikkei Asia.She is aco-editor of a new book, "Turkey in Africa --A New Emerging Power?"

But Ankara's footprint still does not match that of established powers like China or Russia, she said. Since the Cold War, Russia has equipped and trained many African states, helping them to gain independence, and the country remains a strong player in arms exports and providing maintenance to Soviet-era weapons, she noted.

"Big powers like France and Turkey's regional rivals like Saudi Arabia, Egypt[and the United Arab Emirates] are doing everything to limit Turkey's influence in the continent," she said, warning that "the deeper Turkish involvement gets, the fiercer the competition will become with them."

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Turkey unleashes hard power wave in Africa with drone sales - Nikkei Asia

A thorough primary and secondary research on the Sales Training market entails a broad spectrum of information effectively defining every aspect crucial to the business workflow and growth and development of the industry. The report encompasses a review of vast ranging factors and growth derivatives along with aspects representing the market metrics which includes the market size, share, and volume and the cost structure followed by a detailed overview of the historic evidences portraying the dissimilarity between the growth curve of the Sales Training market within the current industry status and through the historic years with an emphasis on the future forecast estimations.

Vendor Profiling: Global Sales Training Market, 2020-28: Action Selling Aslan Training and Development The Brooks Group BTS Carew International DoubleDigit Sales Imparta IMPAX Integrity Solutions Janek Performance Group Kurlan & Associates Mercuri International Miller Heiman Group RAIN Group Revenue Storm Richardson SALES PERFORMANCE INTERNATIONAL Sales Readiness Group ValueSelling Associates

We Have Recent Updates of Sales Training Market in Sample [emailprotected] https://www.orbisresearch.com/contacts/request-sample/4715472?utm_source=PoojaB

A crucial portion of the market analysis is dedicated to explicitly highlighting the major growth-altering factors justifying the non-linearity associated with the growth curve of the Sales Training market. the report efficiently demarcates the distinctive impact of the drivers and restrains recognized in the study. It combines the conclusions derived from thorough assessment of the growth inducing and limiting factors to structure the potential scope of growth and the prospective environment of future challenges and opportunities for the Sales Training market. As a part of the qualitative analysis, the report also gives an overview of the key trends driving the exploration and development activities across the Sales Training industry comprising of economic trends, industrial trends and lifestyle trends.

Analysis by Type: Sales Skills Training, CRM Training, Sales Channel Management Training, Sales Team Building Training,

Analysis by Application: BFSI, Medical, Real Estate, Others

Regional Analysis:

North America (U.S., Canada, Mexico) Europe (U.K., France, Germany, Spain, Italy, Central & Eastern Europe, CIS) Asia Pacific (China, Japan, South Korea, ASEAN, India, Rest of Asia Pacific) Latin America (Brazil, Rest of L.A.) Middle East and Africa (Turkey, GCC, Rest of Middle East)

The study report further develops a brief survey of the short-term and long-term along with moderate to severe damage impact on the Sales Training market caused by the unprecedented pandemic. COVID-19 outbreak has been studied for its impact in causing drastic changes in the otherwise stable growth trends along with the potential for new opportunities with a fuelled evolution of the Sales Training market. The report primarily focuses on the disruptions caused by the pandemic on revenue, demand, business workflow and functionality and lastly the tangible and intangible assets of the Sales Training market followed by the emergence of new challenges.

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Table of Contents Chapter One: Report Overview 1.1 Study Scope 1.2 Key Market Segments 1.3 Players Covered: Ranking by Sales Training Revenue 1.4 Market Analysis by Type 1.4.1 Global Sales Training Market Size Growth Rate by Type: 2020 VS 2026 1.5 Market by Application 1.5.1 Global Sales Training Market Share by Application: 2020 VS 2026 1.6 Study Objectives 1.7 Years Considered

Chapter Two: Global Growth Trends by Regions 2.1 Sales Training Market Perspective (2015-2026) 2.2 Sales Training Growth Trends by Regions 2.2.1 Sales Training Market Size by Regions: 2015 VS 2020 VS 2026 2.2.2 Sales Training Historic Market Share by Regions (2015-2020) 2.2.3 Sales Training Forecasted Market Size by Regions (2021-2026) 2.3 Industry Trends and Growth Strategy 2.3.1 Market Top Trends 2.3.2 Market Drivers 2.3.3 Market Challenges 2.3.4 Porters Five Forces Analysis 2.3.5 Sales Training Market Growth Strategy 2.3.6 Primary Interviews with Key Sales Training Players (Opinion Leaders)

Chapter Three: Competition Landscape by Key Players 3.1 Global Top Sales Training Players by Market Size 3.1.1 Global Top Sales Training Players by Revenue (2015-2020) 3.1.2 Global Sales Training Revenue Market Share by Players (2015-2020) 3.1.3 Global Sales Training Market Share by Company Type (Tier 1, Tier Chapter Two: and Tier 3) 3.2 Global Sales Training Market Concentration Ratio 3.2.1 Global Sales Training Market Concentration Ratio (CRChapter Five: and HHI) 3.2.2 Global Top Chapter Ten: and Top 5 Companies by Sales Training Revenue in 2020 3.3 Sales Training Key Players Head office and Area Served 3.4 Key Players Sales Training Product Solution and Service 3.5 Date of Enter into Sales Training Market 3.6 Mergers & Acquisitions, Expansion Plans

Key Takeaways: It details the market size, market share by value and market share by volume of the leading players and of global market in entirety. Innovation in technologies, value propositions, products and services offered in the Sales Training market are detailed. The profound business challenges faced by market leaders and the resulting significant factors are detailed in the research study. The report provides information on a variety of interrelated developments taking place in the Sales Training market since the past decade and its impact on future. This research based documentation is based on various data triangulation methodologies and international research best practices. The research is validated interviews with a range of global Sales Training business leaders, as well as subject matter experts.

Furthermore, the report inculcates deeper understanding of the competitive landscape of the Sales Training market by identifying the major large-scale leading manufacturers responsibly driving the overall market growth with innovative strategies and initiatives. The report provides a brief study reviewing the key strengths and capabilities of the major competitors along with recent ventures initiated to enhance business expansion through mergers, deals, acquisitions and partnerships propelling the future potential demand as well as production of the Sales Training market.

Do You Have Any Query or Specific Requirement? Ask Our Industry [emailprotected] https://www.orbisresearch.com/contacts/enquiry-before-buying/4715472?utm_source=PoojaB

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India Sales Training Market : Action Selling, Aslan Training and Development, The Brooks Group, BTS, Carew International, DoubleDigit Sales, Imparta,...

The old belief that when fun becomes work, it ceases to be fun! . is an untruth for Quota one of the brands owned by Saleslevers, a fast-growing UK-based sales enablement company. Games are now used as a training tool in many professions from pilots to surgeons and Quota uses gamification to make sales training so much more fun that participants forget its work!

Fun in a training experience is a treat, says Martin Allison F.Inst.SM, enabling the retention of key learning due to the higher the degree of interactivity. He says, Its really a slam dunk in todays business context because gamification is competitive as are salespeople.

Sales leaders are currently looking to get their teams together sometime in the next few months perhaps for the first time this year, so they need something unique, to reinforce great sales behaviours and the importance of hitting targets. Quota events are based on interactive seminars that use game mechanics to enhance the sales skills of sales teams, Martin explains.

There are way too many training programmes or webinars out there where a salesperson is basically sitting listening to a one-sided conversation or lecture. By the end of the day, youre lucky if they have retained 10% of what is taught. Its also boring, says Mr. Allison, who has been associated with training salespeople for over 30 years.

We have the opposite experience here no tricks or horror shows! By the end of our events, we see people cheering, laughing and having a great time, which is an ideal learning experience. It gets them very involved in the material and it allows them to immediately use the skills they learned on the job the very next day.

Earl Robertson, the Canadian founder saw the potential for gamification in sales training over two decades ago, developed Quota and expanded internationally including the partnership with Saleslevers here in the UK.

Robertson says he is proud he has been able to achieve what so many small businesses struggle to do: Take a local success and turn it into an international leader, with Quota sessions now held across the globe. The secret, he says, is twofold: It involves cultural sensitivity and finding the right people.

Robertson says it helped that he was able to travel a lot in his earlier management positions and was impacted by the sales training he received with two multinational corporations (Xerox and Procter & Gamble), who both put a huge focus on developing their people. Right out of the gate in 2004, Mr. Robertson began with an impressive list of clients that included Heinz, Sharp and Samsung and the same has happened in the UK.

Ryan Morrison, previous head of new business sales at GB Group plc, attended with the GB sales team a number of Quota events and saw a very impressive performance improvement from them and has subsequently used the learnings at his latest venture TruNarrative.

What really attracted GB Group to the system was it walked us through the sales cycle and simplified it; we then had a highly repeatable structure to work with and some great content to help develop our talent, Mr. Morrison says and it was very entertaining; we had a blast!

Sales leaders thinking of treating their teams to an eventful and informative get together should contact Martin Allison, managing director of i-snapshot via martin.allison@saleslevers.com or call 07547 154107.

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Halloween it may be but there are no tricks here only treats... | TheBusinessDesk.com - The Business Desk

Throne Hall: dual-winning four-year-old son of Kingman has been added to Ascot's sale on Thursday

Tattersalls Ascot

Twenty-six wildcards, headed by Godolphin's Throne Hall,have been added to the Tattersalls Ascot November Sale, which takes place from 10.30am on Thursday, November 4 at Ascot Racecourse Stables.

The catalogue consists of 125 lots, comprising of 37 fillies in or out of training, 73 colts and geldings in or out of training, four point-to-pointers, five yearlings and six store horses.

Catalogued as lot 66, the Godolphin-consigned Throne Hallis a four-year-old gelded son of Kingmanwho boasts a current BHA rating of 101 following a second place ina Class 2 handicap at York on his penultimate start.

Gordon Elliott's Cullentra House Stables have catalogued six wildcard entries, including lot 96, Oh Purple Reign, a winner of four races and Group 3-placed in the Sirenia Stakes at Kempton.

The gelding's most recent win came on September 1 in a mile handicap at Gowran Park.

The stable will also offer lot 122, Clondaw Secret, who was recently placed second on his penultimate start, beaten only half a length in a novice chase at Gowran Park. The six-year-old son of Court Cave carries current IHRB ratings of 125 and 118 over hurdles and fences respectively.

Wildcards have also been accepted from Belmont Stables, Ed Dunlop Racing, Frost Racing, Harry Whittington Racing, Jackdaws Castle, Manton Lodge Stables, Sandhill Racing Stables, Station Yard, Trotter Racing, Ty-Derlwyn Farm and Weathercock House Stables.

Tattersalls live internet bidding will be available for those who are unable to attend the sale in person. Prospective purchasers are requested that they register with Tattersalls at least 48 hours prior to the start of sale by selecting the following linkwww.tattersalls.com/livebidding.

The full catalogue can now be viewed atwww.tattersallsascot.com.

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Number of wildcards added as sales circuit makes very welcome return to Ascot - Racing Post