Mediaboss Marketing

DUBLIN--(BUSINESS WIRE)--The "Massive Open Online Course Market by Technology, Course Type, Provider Type, and Subscription Model 2020 - 2025" report has been added to ResearchAndMarkets.com's offering.

Online Learning is a means of education that incorporates self-motivation, communication, efficiency, and technology. Since the development of the Internet, e-learning has become more efficient as it eliminates distances and subsequent commutes. Because there is often limited social interaction, students must keep themselves motivated. This is rapidly changing, however, as progressive eLearning companies are introducing social integrating learning platforms and services.

Report Benefits:

The eLearning Landscape represents a complex ecosystem with many players providing various services including Business/Professional Skills, Compliance, Customer Service, Design, Desktop/IT Applications, Human Resources/Learning & Development, Leadership and Management Sales and Marketing, Soft Skills (Communication), and Technology. Distance learning is a very important part of the eLearning ecosystem. MOOC (Massive Open Online Course) represents a distance learning program wherein course contents are distributed using a web platform and under a free or paid subscription model.

MOOC encourages mass participation, social collaborations, interactive forums, and open-ended outcomes. However, it may be structured as a college or university course and can offer academic credit. But mostly it enables open-ended accomplishment certification that can be used for employment or further studies. MOOC types of education are best suited for people who seek self-paced learning.

This research provides an assessment of MOOC technologies, solutions, overall MOOC trends including market drivers, sub-sectors, and impact on diverse industries. The report analyzes the global MOOC market opportunity and forecasts for 2025 to 2025 for overall revenue as well as SaaS providers, independent student's course subscription, consulting revenue and corporate licensing.

Select Report Findings:

Key Topics Covered:

1.0 Executive Summary

2.0 Introduction

2.1 The eLearning Landscape

2.2 What is MOOC?

2.3 Why MOOC?

2.4 MOOC Technologies

2.5 MOOC Feature/Functionality

2.6 Evolution of MOOC

2.7 E-learning vs. MOOC

2.8 Online Course vs. MOOC

2.9 Distance Education vs. MOOC

2.10 Crowdsourced Education vs. MOOC

2.11 Course Aggregator or Course Directories

2.12 Video vs. Non-Video MOOC

2.13 cMOOC and xMOOC

2.14 Common Factors among cMOOC and xMOOC

3.0 MOOC Market Trend and Growth Drivers

3.1 Higher Education Marketplace

3.2 Growth of Demand of Distance Learning as a Whole

3.3 Corporate Learning and Training

3.4 K-12 Level Education

3.5 Self-Paced Learning

3.6 Filling the Digital Gap

3.7 MOOC Graduate Degree

3.8 Open Source Software

3.9 Credential Academic Currency

3.10 Recruitment Tools

4.0 MOOC Market Challenges and Limitations

5.0 MOOC Market Development and Success Factors

5.1 Business Model

5.2 Measuring Success

5.3 Teaching the Teachers

5.4 Developing MOOC

5.5 Motivating Faculty

5.6 Augmented MOOC

5.6.1 Voice-Activated Pattern

5.6.2 Using QR Codes

5.6.3 Using RFID

5.7 MOOC Credentials

6.0 Corporate MOOC

6.1 E-Learning Industry Overview

6.1.1 Growth Rate

6.1.2 Mature vs. Non-Mature Market

6.1.3 Per Employee Training Expenses

6.1.4 Growth Factors

6.1.5 Adoption Trend in Diverse Areas

6.2 Impact of Corporate MOOC on e-Learning Industry

6.3 MOOC Elements for Corporate Learning & Development

6.4 Benefits of MOOC for Organization

6.5 Impact on Workplace Environment

6.6 Free Corporate MOOC for Training

6.7 The Ugly Face of MOOC

6.8 Independent Business Opportunities around MOOC

6.9 MOOC Alliance with Company

7.0 MOOC Forecasts 2020 to 2027

7.1 Global MOOC Market 2020 - 2025

7.2 cMOOC Vs. xMOOC 2020 - 2025

7.3 MOOC Revenue by Subscription Model 2020 - 2025

7.4 MOOC by Course Type 2020 - 2025

7.5 MOOC by Provider Type 2020 - 2025

7.6 MOOC Market by Region 2020 - 2025

7.7 Immersive Technologies in MOOC 2020 - 2025

7.8 Immersive Technologies in MOOC 2020 - 2025

7.9 Markets for Technologies Supporting MOOC 2020 - 2025

7.10 Software and Tools for MOOC 2020 - 2025

8.0 Conclusions and Recommendations

8.1 Market Analysis

8.1.1 Market Opportunities

8.1.2 Course Creation and Other Services

8.1.3 Offering Pedagogical Support

8.1.4 Analytics Tools

For more information about this report visit https://www.researchandmarkets.com/r/3zb2dw

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LOS ANGELES, CA / ACCESSWIRE / June 17, 2020 / Compare-autoinsurance.org (https://compare-autoinsurance.org/) has launched a new blog post that presents the most common and easiest methods drivers can follow to get affordable car insurance rates.

For more info and free car insurance quotes, visit https://compare-autoinsurance.org/how-you-can-save-money-on-auto-insurance/

Nowadays, getting cheap car insurance that offers a lot of coverage is essential. Luckily, even in these tough times, there are many ways to get cheap car insurance. By doing proper research, drivers can find an auto insurance policy that is at the right price.

To find cheaper car insurance policies, drivers can follow the next steps:

For additional info, money-saving tips and free car insurance quotes, visit https://compare-autoinsurance.org/

Compare-autoinsurance.org is an online provider of life, home, health, and auto insurance quotes. This website is unique because it does not simply stick to one kind of insurance provider, but brings the clients the best deals from many different online insurance carriers. In this way, clients have access to offers from multiple carriers all in one place: this website. On this site, customers have access to quotes for insurance plans from various agencies, such as local or nationwide agencies, brand names insurance companies, etc.

"Finding cheaper car insurance premiums might look challenging for many drivers, but with the help of a few tips, anyone can find the right plan at the right price.", said Russell Rabichev, Marketing Director of Internet Marketing Company.

CONTACT:

Company Name: Internet Marketing CompanyPerson for contact Name: Gurgu CPhone Number: (818) 359-3898Email: cgurgu@internetmarketingcompany.bizWebsite: https://compare-autoinsurance.org/

SOURCE: Internet Marketing Company

View source version on accesswire.com: https://www.accesswire.com/594209/The-Easiest-Methods-Used-by-Drivers-to-Get-Cheaper-Car-Insurance

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The Easiest Methods Used by Drivers to Get Cheaper Car Insurance - Yahoo Finance

Dublin, June 18, 2020 (GLOBE NEWSWIRE) -- The "B2C E-commerce Market Size, Share & Trends Analysis Report by Type (B2C Retailers, Classifieds), by Application (Home Dcor & Electronics, Clothing & Footwear), by Region and Segment Forecasts, 2020 - 2027" report has been added to ResearchAndMarkets.com's offering.

The global B2C e-commerce market size is anticipated to reach USD 6.2 trillion by 2027, registering a CAGR of 7.9% over the forecast period. The increasing disposable income level, escalating usage of internet and smartphones, and an increasing number of online shoppers are expected to drive market growth. Online goods and service providers offer various options to its customers, such as vast product portfolio, discounted price rates, convenient payment methods, same-day delivery, and easy return policies while purchasing any goods or services, resulting in growing customer preference toward e-commerce platforms.

The General Agreement on Trade in Services (GATS) provides the rules and regulations governing international trade in services, with significant implications for e-commerce. The anti-Spam Law is placed to protect consumers from receiving unsolicited marketing material. Although online businesses collect information from consumers, they are legally prohibited to spam people's inboxes without their consent. Technological advancement supported by increasing usage of artificial intelligence (AI) is providing customers with the real-time shopping experience. For instance, augmented reality (AR) technology offers customers virtual changing rooms' wherein customers can try a product virtually.

The rapid evolution of e-commerce has brought numerous opportunities to both nascent as well as established players in the market. However, online payment processes have witnessed a few challenges in the recent past. The interconnected and instantaneous nature of online payment channels have increased vulnerability towards cybercrime, digital frauds, and other malpractices. To overcome these cyber security concerns, it is essential to emphasize service security and protection of consumer's data.

B2C E-commerce Market Report Highlights

Key Topics Covered:

Chapter 1. Methodology and Scope1.1. Research Methodology1.2. Research Scope and Assumptions1.3. List of Data Sources1.4. List of Abbreviations

Chapter 2. Executive Summary2.1. Market Summary2.2. B2C E-Commerce Market, 2016 - 2027

Chapter 3. Market Variables, Trends, and Scope Outlook3.1. Market Segmentation3.2. Market Size and Growth Prospects, 2016 - 20273.3. Value Chain Analysis3.4. Market Dynamics3.4.1. Market driver analysis3.4.2. Market restraint analysis3.4.3. Market opportunity analysis3.5. Penetration & Growth Prospects Mapping3.6. Industry Analysis - Porter's Five Forces Analysis3.7. PEST Analysis

Chapter 4. B2C E-Commerce Type Outlook4.1. B2C E-Commerce Market, By Type, 2019 & 20274.2. B2C Retailers4.2.1. Market estimates and forecasts, 2016 - 2027 (USD Billion)4.2.2. Market estimates and forecasts, by region, 2016 - 2027 (USD Billion)4.3. Classifieds4.3.1. Market estimates and forecasts, 2016 - 2027 (USD Billion)4.3.2. Market estimates and forecasts, by region, 2016 - 2027 (USD Billion)

Chapter 5. B2C E-Commerce Application Outlook5.1. B2C E-Commerce Market, By Application, 2019 & 20275.2. Automotive5.2.1. Market estimates and forecasts in terms of revenue, 2016 - 2027 (USD Billion)5.2.2. Gross Merchandise Volume/Value (GMV), 2016 - 2027 (USD Billion)5.2.3. Market estimates and forecasts, by region, 2016 - 2027 (USD Billion)5.3. Beauty & Personal Care5.3.1. Market estimates and forecasts, by revenue, 2016 - 2027 (USD Billion)5.3.2. Gross Merchandise Volume/Value (GMV), 2016 - 2027 (USD Billion)5.3.3. Market estimates and forecasts, by region, 2016 - 2027 (USD Billion)5.4. Books & Stationery5.4.1. Market estimates and forecasts, by revenue, 2016 - 2027 (USD Billion)5.4.2. Gross Merchandise Volume/Value (GMV), 2016 - 2027 (USD Billion)5.4.3. Market estimates and forecasts, by region, 2016 - 2027 (USD Billion)5.5. Consumer Electronics5.5.1. Market estimates and forecasts, by revenue, 2016 - 2027 (USD Billion)5.5.2. Gross Merchandise Volume/Value (GMV), 2016 - 2027 (USD Billion)5.5.3. Market estimates and forecasts, by region, 2016 - 2027 (USD Billion)5.6. Clothing & Footwear5.6.1. Market estimates and forecasts, by revenue, 2016 - 2027 (USD Billion)5.6.2. Gross Merchandise Volume/Value (GMV), 2016 - 2027 (USD Billion)5.6.3. Market estimates and forecasts, by region, 2016 - 2027 (USD Billion)5.7. Home Dcor & Electronics5.7.1. Market estimates and forecasts, by revenue, 2016 - 2027 (USD Billion)5.7.2. Gross Merchandise Volume/Value (GMV), 2016 - 2027 (USD Billion)5.7.3. Market estimates and forecasts, by region, 2016 - 2027 (USD Billion)5.8. Sports & Leisure5.8.1. Market estimates and forecasts, by revenue, 2016 - 2027 (USD Billion)5.8.2. Gross Merchandise Volume/Value (GMV), 2016 - 2027 (USD Billion)5.8.3. Market estimates and forecasts, by region, 2016 - 2027 (USD Billion)5.9. Travel & Tourism5.9.1. Market estimates and forecasts, by revenue, 2016 - 2027 (USD Billion)5.9.2. Gross Merchandise Volume/Value (GMV), 2016 - 2027 (USD Billion)5.9.3. Market estimates and forecasts, by region, 2016 - 2027 (USD Billion)5.10. Media & Entertainment5.10.1. Market estimates and forecasts, by revenue, 2016 - 2027 (USD Billion)5.10.2. Gross Merchandise Volume/Value (GMV), 2016 - 2027 (USD Billion)5.10.3. Market estimates and forecasts, by region, 2016 - 2027 (USD Billion)5.11. Information Technology (Software)5.11.1. Market estimates and forecasts, by revenue, 2016 - 2027 (USD Billion)5.11.2. Gross Merchandise Volume/Value (GMV), 2016 - 2027 (USD Billion)5.11.3. Market estimates and forecasts, by region, 2016 - 2027 (USD Billion)5.12. Others5.12.1. Market estimates and forecasts, by revenue, 2016 - 2027 (USD Billion)5.12.2. Gross Merchandise Volume/Value (GMV), 2016 - 2027 (USD Billion)5.12.3. Market estimates and forecasts, by region, 2016 - 2027 (USD Billion)

Chapter 6. B2C E-Commerce Regional Outlook6.1. B2C E-Commerce Market, by Region, 2019 & 20276.2. North America6.2.1. Market estimates and forecasts, 2016 - 20276.2.2. Market estimates and forecasts, by type, 2016 - 2027 (USD Billion)6.2.3. Market estimates and forecasts, by application, 2016 - 2027 (USD Billion)6.2.4. U.S.6.2.4.1. Market estimates and forecasts, 2016 - 20276.2.4.2. Market estimates and forecasts, by type, 2016 - 2027 (USD Billion)6.2.4.3. Market estimates and forecasts, by application, 2016 - 2027 (USD Billion)6.2.5. Canada6.2.5.1. Market estimates and forecasts, 2016 - 20276.2.5.2. Market estimates and forecasts, by type, 2016 - 2027 (USD Billion)6.2.5.3. Market estimates and forecasts, by application, 2016 - 2027 (USD Billion)6.3. Europe6.3.1. Market estimates and forecasts, 2016 - 20276.3.2. Market estimates and forecasts, by type, 2016 - 2027 (USD Billion)6.3.3. Market estimates and forecasts, by application, 2016 - 2027 (USD Billion)6.3.4. U.K.6.3.4.1. Market estimates and forecasts, 2016 - 20276.3.4.2. Market estimates and forecasts, by type, 2016 - 2027 (USD Billion)6.3.4.3. Market estimates and forecasts, by application, 2016 - 2027 (USD Billion)6.3.5. Germany6.3.5.1. Market estimates and forecasts, 2016 - 20276.3.5.2. Market estimates and forecasts, by type, 2016 - 2027 (USD Billion)6.3.5.3. Market estimates and forecasts, by application, 2016 - 2027 (USD Billion)6.3.6. France6.3.6.1. Market estimates and forecasts, 2016 - 20276.3.6.2. Market estimates and forecasts, by type, 2016 - 2027 (USD Billion)6.3.6.3. Market estimates and forecasts, by application, 2016 - 2027 (USD Billion)6.4. Asia Pacific6.4.1. Market estimates and forecasts, 2016 - 20276.4.2. Market estimates and forecasts, by type, 2016 - 2027 (USD Billion)6.4.3. Market estimates and forecasts, by application, 2016 - 2027 (USD Billion)6.4.4. China6.4.4.1. Market estimates and forecasts, 2016 - 20276.4.4.2. Market estimates and forecasts, by type, 2016 - 2027 (USD Billion)6.4.4.3. Market estimates and forecasts, by application, 2016 - 2027 (USD Billion)6.4.5. India6.4.5.1. Market estimates and forecasts, 2016 - 20276.4.5.2. Market estimates and forecasts, by type, 2016 - 2027 (USD Billion)6.4.5.3. Market estimates and forecasts, by application, 2016 - 2027 (USD Billion)6.4.6. Japan6.4.6.1. Market estimates and forecasts, 2016 - 20276.4.6.2. Market estimates and forecasts, by type, 2016 - 2027 (USD Billion)6.4.6.3. Market estimates and forecasts, by application, 2016 - 2027 (USD Billion)6.5. Latin America6.5.1. Market estimates and forecasts, 2016 - 20276.5.2. Market estimates and forecasts, by type, 2016 - 2027 (USD Billion)6.5.3. Market estimates and forecasts, by application, 2016 - 2027 (USD Billion)6.5.4. Brazil6.5.4.1. Market estimates and forecasts, 2016 - 20276.5.4.2. Market estimates and forecasts, by type, 2016 - 2027 (USD Billion)6.5.4.3. Market estimates and forecasts, by application, 2016 - 2027 (USD Billion)6.5.5. Mexico6.5.5.1. Market estimates and forecasts, 2016 - 20276.5.5.2. Market estimates and forecasts, by type, 2016 - 2027 (USD Billion)6.5.5.3. Market estimates and forecasts, by application, 2016 - 2027 (USD Billion)6.6. MEA6.6.1. Market estimates and forecasts, 2016 - 20276.6.2. Market estimates and forecasts, by type, 2016 - 2027 (USD Billion)6.6.3. Market estimates and forecasts, by application, 2016 - 2027 (USD Billion)

Chapter 7. Competitive Landscape7.1. Vendor Landscape7.2. Company Profiles7.2.1. ALIBABA GROUP HOLDING LIMITED7.2.1.1. Company overview7.2.1.2. Financial performance7.2.1.3. Product benchmarking7.2.1.4. Strategic initiatives7.2.2. Amazon.com, Inc.7.2.3. ASOS7.2.4. Craigslist, Inc.7.2.5. eBay Inc.7.2.6. Flipkart Internet Private Limited7.2.7. JD.com, Inc.7.2.8. MakeMytrip Pvt.Ltd.7.2.9. OLX7.2.10. PayPal Holdings, Inc.

For more information about this report visit https://www.researchandmarkets.com/r/l47267

Research and Markets also offers Custom Research services providing focused, comprehensive and tailored research.

Link:
Insights on the B2C E-commerce Global Industry to 2027 - Key Drivers, Restraints & Opportunities - GlobeNewswire

LOS ANGELES, CA / ACCESSWIRE / June 18, 2020 Cheapquotesautoinsurance.com (https://cheapquotesautoinsurance.com/) announces a new blog post that explains why is important for drivers to get online car insurance quotes before dropping their coverage.

For more info and free car insurance quotes online, visit https://cheapquotesautoinsurance.com/why-getting-quotes-is-the-smart-thing-to-do-before-dropping-coverage/

Depending on the state's law, driving without insurance or without sufficient coverage exposes the drivers to numerous legal and financial penalties. Driving without insurance can cause bigger problems in the long term. In some cases, standard, affordable insurance carriers will refuse to insure drivers that were caught driving without insurance. Before dropping coverage, policyholders are recommended to carefully research the insurance market and see if they are not better deals from different, smaller carriers. Getting online quotes can prove really useful in these situations.

Drivers that drive without insurance are likely to get the following penalties if they get caught:

For additional info, money-saving tips and free car insurance quotes, visit https://cheapquotesautoinsurance.com

Cheapquotesautoinsurace.com is an online provider of life, home, health, and auto insurance quotes. This website is unique because it does not simply stick to one kind of insurance provider, but brings the clients the best deals from many different online insurance carriers. In this way, clients have access to offers from multiple carriers all in one place: this website. On this site, customers have access to quotes for insurance plans from various agencies, such as local or nationwide agencies, brand names insurance companies, etc.

"It is important for drivers to always carry insurance. Driving without insurance exposes the drivers to potentially large financial penalties and legal consequences.", said Russell Rabichev, Marketing Director of Internet Marketing Company.

CONTACT:

Company Name: Internet Marketing CompanyPerson for contact Name: Gurgu CPhone Number: (818) 359-3898Email: cgurgu@internetmarketingcompany.bizWebsite: https://cheapquotesautoinsurance.com

SOURCE: Internet Marketing Company

View source version on accesswire.com: https://www.accesswire.com/594385/Drivers-Should-Obtain-Car-Insurance-Quotes-Before-Dropping-Their-Coverage

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Drivers Should Obtain Car Insurance Quotes Before Dropping Their Coverage - Yahoo Finance

Co-Founder atImaginovation, overseeing the company's global creative and strategic marketing, branding, and advertising initiatives.

Getty

The COVID-19 crisis is impacting the work and decisions of professionals in the branding and marketing sector. Due to the looming uncertainty, many marketers are finding it hard to lead initiatives, and this is especially true as customers navigate away from their traditional buying habits.

But, there are some positive sides to it. This period is offering a unique opportunity for marketers to rewrite their marketing playbooks and improve brand strategies. So, lets talk about the branding strategies businesses should consider adopting to steer through a crisis.

1. Show Empathy And Associate With Good

Many people may become vulnerable during a crisis, and the most important thing marketers must do is show empathy.Its not the right time to focus on the profits. And not a good time for hard selling at all. Organizations should rise above the commercial mindset because it wont do any good for the business.

There are many examples of how companies are rising above the economic interests and building their brands by showing empathy. For example, many banks have waived off overdraft fees and offered a moratorium on monthly installments to ease the hardships on their customers. And various companies have made their platforms and tools free for companies that are migrating to a remote working environment.

You have to rewire your brand voice around empathy and support. People remember brands for their good deeds during times of crisis. It doesnt mean you have to go extreme; just show your customers that you care, and make them feel valued through empathetic and compassionate messaging.

2. Develop Brand Messaging Based On Trends

During the COVID-19 crisis, people are spending more time on the internet for entertainment, reading the news and staying updated. Now, the more people use the internet, the more data is going to be generated.

Marketers can use this opportunity to track data, trends and online user behavior to get better insights. You can check what type of content your audience is reading or consuming the most on the internet and modify your brand messaging accordingly.

Keep an eye on the conversations happening on social media, online forums and e-commerce sites to uncover insights and opportunities.

3. Optimize Your Brands Messaging And Reach

In a period of crisis, circumstances tend to change rapidly. Therefore, it would be best for marketers to build fast-response models to quickly pivot creative and time-sensitive messages.Take, for example, Nike. The marketing team at Nike quickly launched a new campaign (subscription required): Play Inside, Play for the World. Fords latest ad, Built to Lend a Hand, is another example of how global brands are pivoting their creative messages.

Now, as circumstances change, the media platforms used by consumers also change. So, beyond creativity, its also important to consider these changes and target the most effective media platforms.For example, it might make sense to spend more ad budget on mobile game ads or YouTube ads or advertise on streaming channels because there has been a spike in digital entertainment. Similarly, in times when news consumption increases, you can target news sites to promote your brand through contextual and native ads.

Its important to be able to engage with your customers where theyre at, and sometimes that might mean developing new avenues for them to interact with you. With more people at home and connected online, developing a custom mobile app could be a unique branding opportunity for marketers to engage more customers in real time and on demand. Health and fitness businesses, for example, could create simple yet engaging content, such as a daily diet schedule, exercise videos and stress relief techniques to keep brands top of mind and encouraging online sales.

(Full disclosure: My company builds mobile apps.)

4. Dont Be Afraid To Take A Break

It might sound impractical, but remember, a global pandemic is not an opportunity for branding or marketing. A great strategy is knowing when to talk with a powerful message and when to stay silent.

In March, some major brands including KFC, Hersheys and Coors Light paused their ads that didnt fit the new reality of hand sanitization, social distancing and working from home. KFC stopped its ads that depicted people enjoying fried chicken and licking their fingers. Coors Light was planning to broadcast an ad Official Beer of Working Remotely but called off that plan. Hersheys pulled down an ad that showed too much hugging and handshakes.

Review all the creative and campaigns that youre running or planning to run. If theres the slightest chance that the creative could be misinterpreted, its better to press pause and rethink the plan before taking any next steps.

5. Plan For Staggered Recovery

When recovering from a crisis, theres a chance that things wont be the same, at least not for a while. Social distancing norms will likely continue, and it might take a year or more for life to get back to normal.

It might be sensible to invest this time in strategic planning and designing adaptable branding initiatives. By building scalable plans that are customer-centric, you can meet the needs of todays problems and struggles.

Finally, its completely OK to feel stuck and uncertain. But dont let these unsettling times paralyze your creativity. Keep adjusting your branding and marketing strategies with time. Be there for your customers. Show them your support, and win their hearts.

Forbes Communications Council is an invitation-only community for executives in successful public relations, media strategy, creative and advertising agencies. Do I qualify?

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Strategies To Steer Your Brand Through A Crisis - Forbes