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26 Nov 17:55

Strategic Planning Pays Big Dividends

by David G. Phillips

“The greater danger for most of us lies not in setting our aim too high and falling short; but in setting our aim too low, and achieving our mark.” – Michelangelo

“If you don’t design your own life plan, chances are you’ll fall into someone else’s plan. And guess what they have planned for you? Not much.” – Jim Rohn

It has long been known that people who create plans, and commit them to writing achieve more than those who do not. Further, those who write their strategic plans down, and then build tactical plans with which to implement the strategy are much more likely to be effective. With this map, a person can find their way towards the objectives.

If this is true on the individual level, then how much more true will it be in a complex organization with many people and many moving parts? Clearly any corporation, whether it is an eleemosynary or charitable corporation (which seeks to maximize public good and wellbeing), or a corporation designed to maximize profits, it is well served if it has an effective planning process.

Like small entrepreneurial businesses, many nonprofits grow naturally through the ideas and the energy of the founder. As they grow bigger and bigger without setting the right structure, processes and planning into place—all the ideas and capital are inside the head of the founder. This leaves the growing staff in the dark, and leaves the board members confused as to what to do to lead the organization.

This makes the organization difficult to manage and the people within it become inefficient and in the worst cases ineffective in serving their constituents and meeting their mission.

Have you ever been into an old hospital that has seen addition after addition through the years? It has buildings on split levels, hallways that are not efficient for patient care, different elevators to get to different floors because “this elevator doesn’t go to that floor.” And they have legacy HVAC systems that are from several different decades and which do not function well together. Since it was not mapped out and clearly conceived in the beginning, it is a patchwork of legacy buildings cobbled together as best as possible.

This is very similar to organizations trying to marry several legacy computer programs together, and to come up with a functional solution for the whole organization (think mergers/acquisitions). Often, the various pieces must be scrapped and the entire database placed onto a new platform which serves all parties better.

How can we improve upon this process? With clear, coherent strategic planning. Boards are supposed to create policies, which the professional staff are then empowered to execute. When the board of an organization sits with senior staff, they can develop a clear set of strategies to drive the organization forward. These strategies can then be used by the senior management team to tie each strategic initiative to tactical plans. These tactical plans can then be interpreted to develop work plans for each staff member, and at this point there is clarity and everyone knows what to accomplish to achieve the strategic ends.

It is usually helpful to retain a professional strategic planning expert facilitate the information gathering, the group discussions and to condense the discussions into a final product around which board and professional staff can rally. At CDS, we offer this comprehensive service and have several professionals devoted to this very work.

One thing that we like to encourage our nonprofit clients to do is to dream big. Not to fantasize, but to dream big. What does that mean?

It means that you sit down with a piece of paper and write down all the things you would like to accomplish if money were not an issues. At this time of year you might say to your board “What would you do if Santa Claus came down that chimney over there and said what would you like from me, without regard to cost?” List out all the things you might need, then all that you might like, and then even all those that would be wonderful. Now you have your ‘dream list.’

Next, begin to evaluate the cost of each item in this ‘dream list.’ Estimate the cost of every capital improvement, endowment fund, programmatic improvement, training program and whatever else you envisioned. Now, you see how much it would cost to achieve your dream. At this point, you need to begin to prioritize.

Put things into three categories:

  1. Those which are absolutely essential to your mission.
  2. Those which would be great improvements, and finally
  3. Those which are not so essential but which would be wonderful?

This gives you three categories, each in priority order and each with a corresponding cost. The next step is to begin to consider the costs of chunking this list. With your past record of fundraising, is it reasonable to consider doing them all at once. (In almost all organizations the answer here is “No” if you have done the earlier exercises properly.) How much did you raise in your last capital campaign?

It is at this point that you may want to begin to consider a comprehensive capital campaign to fund the first group of priorities—or phase one. A professional fundraising consulting firm like Custom Development Solutions, Inc. can help you evaluate your potential with a capital campaign feasibility and planning study. We can help you determine whether you may be capable enough to raise the money for all three phases, or for phase one and/or phase two. Armed with that information, you are prepared to plan and conduct a capital campaign to help you achieve your strategic goals in an organized and effective manner.

Most nonprofit organizations can raise more than they may realize. In fact, when we at CDS have asked our clients why they were not striving to do more (such as when they call asking for help to raise $4 million for a building that costs $8 million), they often say, “Well, we didn’t think we could.” We have made numerous clients happy when we showed them what they ‘could’ do. We can help you too, with a professionally directed strategic planning process. If the strategic plan creates a need for more funding, we can also conduct a campaign feasibility study to help you determine how much money is within your reach.

In the case of nonprofit organizations, they are often so focused on survival in a competitive giving environment, that they have never really had the opportunity to dream a little, and to consider their vision for the future, because they don’t think they can afford it. Very similar to corporate CEOs managing to shareholders expectations and to increase short-term valuations. To operate effectively, it is important for all people, and all organizations to have a vision, and some exciting goals. As it says in the scripture, “Where there is no vision, the people perish, but he who keeps the law is happy.” Proverbs 29:18.

In Built to Last, Jim Collins and Jerry Porras refer to Big Hairy Audacious Goals (BHAGs). These goals are looking longer term and suggest building a legacy through the company by making decisions now that will build value through the years—rather than trying to make the number this quarter to take the stock price higher. The question becomes, what will increase the long-term value of this company, or organization.

Nonprofit board and professional staff leaders must insist that they cast a vision that is exciting and challenging, lest they lie in mediocrity.

26 Nov 17:55

What to Ask Sales Candidates Who Decline Your Job Offer

by Jasmine Bosch

optimized-istock-471950258Failing to sign the top candidate is a reality every sales leader is likely to face at some point in their career. But understanding why a candidate has chosen to forgo a position at your company can provide critical intel that impacts how you approach future hiring efforts. This article offers best practices for extracting information from a sales candidate who declines your job offer.

You’ve done the work to successfully attract and interview your top sales candidate, and now you’ve offered them a coveted role on your salesforce. Unfortunately, the candidate has chosen to take another offer. Or, they’ve chosen to stay with their current employer.

This presents a critical business opportunity to better understand what attracts A players to your organization and why they say no.

The most common factors that go into a salesperson declining a job offer include compensation structure, company culture, number of reps currently making quota, and length of time in recruiting process.

2016-11-25

Knowing the reasons why top candidates are declining your offer is the only way to take proactive steps toward preventing future offer declines. To better understand a candidate’s reasons for declining your offer, be proactive in attaining this information.

Here are 7 questions to ask a sales candidate who declines your job offer:

1. What aspects of the role or company did you view as positive?

2. What were your primary concerns about the role/working at our organization?

3. Was there a specific factor in your decision-making process?

4. Was your decision based on compensation structure?

5. Do you have any feedback on the interview process, interviewers, or how we could have improved your experience as a candidate?

6. Can you provide any observations about, or feedback on, the hiring manager, HR, or the organization overall?

7. How can we provide a more compelling employee value proposition to candidates like you in the future?

It’s best to address these questions as soon as possible after an offer decline – the factors that went into the candidate’s decision will be fresh in their mind and they will be more able to provide specific detail about why they’ve chosen not to join your team.

If you’re using a third-party recruiter, ask them to conduct a brief interview that includes these questions. You can alternately rely on the HR function of your organization to collect this feedback, or use an anonymous email survey to have these questions addressed.

Top performing sales leaders understand why the best salespeople join their organization, but they’re also proactive in preventing future talent loss by understanding why candidates choose not to join. To build a top performing sales team, make it a priority to collect this feedback so you can prevent the same loss in future offers.

Want more? Check out these articles: Mistakes Made at the Offer Stage, or Reasons Not to Promote Your Sales Rep to Management.

The post What to Ask Sales Candidates Who Decline Your Job Offer appeared first on Peak Sales Recruiting.

26 Nov 17:55

A simple truth most of us don't recognize will make negotiating your salary infinitely easier

by Business Insider

dollar sign belt gaudy tasteless

It's hard to ask for money.

With the exception of those of us who are absolutely convinced of their own worth (congrats), negotiating a salary or a raise can be a stressful, fraught situation. If your boss says no, then what? What does that say about you?

If this sounds familiar, you're thinking about it all wrong.

On Quora, As Seen on TV CEO Ron Rule makes a simple statement that smoothes over the bumps and slights of asking for more:

"Wages and income are about what the job is worth, not the individual."

Rule shares this insight as part of his answer to the question "What knowledge does the wealthy 10 percent understand that the other 90 percent are missing?"

"As a person, as a human being, your value is immeasurable," Rule writes. "If you went missing in the woods our society would easily spend five or six figures trying to find and rescue you, without hesitation. But dude, putting a sticker on a box is still only worth $5. If that."

You've probably heard that business isn't personal. In just a few sentences, Rule has highlighted a perfectly logical fact anyone would admit is true ... if they recognized the distinction in the first place. He continues (emphasis his):

"Your income potential isn't about what you need or what the employer can afford, it's about the value of what you doThose who are in the upper income brackets have understood and embraced this reality and have worked to bring something of value to the market or their company."

Now that we have that clear, what does it mean for your earnings?

It means that the next time you sit down in a job interview or a salary negotiation, come armed with evidence of your exemplary work, not your exemplary self. Although you're probably delightful, your employer or potential employer doesn't pay you for smiles — they pay for results.

This negotiation advice isn't revelatory. Claudia Telles, a 28-year-old who made a $30,000 leap within the same company, told Business Insider she started by doing extensive research on what the position was worth, and by emphasizing what the company would gain by hiring her for a new, more valuable position.

As personal-finance expert Ramit Sethi says of salary negotiation, "80% of the work happens before you enter the room."

This doesn't mean you shouldn't be a generally pleasant deskmate and human being. However, keep in mind that your earnings — however much or little — aren't about you. They're about your job.

Read the rest of Rule's insights on Quora »

SEE ALSO: Too many of us are thinking about money all wrong, and it's keeping us from building wealth

Join the conversation about this story »

NOW WATCH: A financial expert reveals the biggest money mistake a couple can make

26 Nov 17:51

The #1 Thing That Drives M-Commerce Sales Is…

by Katherine Frangos

Mobile commerce (m-commerce) is on the brink of exploding. According to ComScore, time spent on mobile has exceeded desktop by miles away. However, money spent on mobile is excruciatingly low.

m-commerce problems

Many attributes discourage users spending money via mobile.

  1. Poor UX. This makes product details difficult to read and payment information frustrating to enter due to the fact many sites are not quite mobile-optimized.
  2. Speed is also a problem. Mobile users often shop on the go, which provides convenience, but it also puts them at unease with weak Wi-Fi and LTE connections.
  3. Security. Consumers want security when entering their payment information on a phone compared to a desktop or laptop.
  4. Price also play a role. The more expensive the transaction, for example, purchasing a car or flight, the likelier the user avoids mobile and buys it from desktop instead.

The Good News About M-Commerce

The market of m-commerce is still growing, nonetheless. Business Insider forecasts m-commerce will reach $284 billion, or 45% of the total U.S e-commerce market, by 2020. Compared to June 2015, mobile retail boosted 10 points this year. M-commerce accounts for 54% of total digital time relative to other mobile categories. So what drives m-commerce? Drum roll, please…

The #1 thing that drives m-commerce is…

Mobile Engagement!!!

Ok. So now what? How do you drive mobile engagement? See these top 3 tips below.

1. Send Friendly Reminders on Items Saved

I can’t tell you how many m-commerce/retail apps I’ve downloaded which have failed to notify me about pending items in my cart or mobile wallet. This is a standard! An m-commerce retailer needs to trigger engagements in general, but especially about my shopping cart. Whether the engagement triggered is a push message, an in-app message, a video reminder, just notify me about my basket! Otherwise, my attention will go to another brand. This also extends to the wish list. Take it a step further and notify me that those brown boots are on sale. Or that if I buy them now, I’ll get free shipping, discount, loyalty points, etc. Simply keep in touch with users. If users want less, they can always opt out of engagements, if you make it easy for them to modify their communication settings.

Last minute deal! Buy now and get 10%25 off. Mobile offer only

Last minute deal! Buy now and get 10% off. Mobile offer only

2. Build Up Your Mobile Community with Relevant Offers

What I can’t stand the most is getting an irrelevant offer. Despite the retailer having a lot of my customer data, they fail to target me with my basic profile information at hand. Once time, I downloaded a major clothing retail app. After registering my details including gender, location, language, and so forth, I explored the app. I saved a few shirts in my shopping basket. I closed the app. About a day later, they sent me a push message about an upcoming MEN’S clothing sale. I disregarded the message and swiped it away. What a waste, for both me and the retailer. Thus, offer your mobile community relevant offers based on their profile registration information. In my case, segment me from the male target audience.

3. Monitor User Behavior & Offer Smart Item Profiling

Take a step further and monitor user behavior and preferences. Like the Amazon model, show the user similar items OR items that other buyers have bought. Or generate a suggested list of items I might like, just like Spotify’s weekly playlists. Work with your data science team to roll out an algorithm that indexes smart profiling based on customer search or customer preferences. Don’t have a data science team? Consider in-app beacons which show marketers what users search, save, click and view. Let’s say I saved/liked a few shirts in my mobile wallet. Why not target me when that shirt goes on sale? Or if the inventory for that shirt is low. Or send me a curated shopping list of shirts that are similar. The skies the limit with your m-commerce engagement creativity.

The bottom line is, mobile engagement unlocks m-commerce success, given the right technological tools and mobile strategy backing it up.

Want to learn more about mobile retail? See our eBook, “How Retailers Can Capitalize the Mobile Market”

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25 Nov 16:47

Many companies are trying to profit from connected cars

by BI Intelligence

Evolution of the CarAutomakers are increasingly connecting their new car models to meet growing consumer demand for in-car technology.

But automakers aren't the only players seeking opportunities in the connected car market.

BI Intelligence, Business Insider's premium research service, has compiled a slide deck that highlights how tech companies are positioned to win the battle over the car's dashboard.

Today, it can be yours for free. As an added bonus, you will gain immediate access to the team’s exclusive FREE newsletter, BI Intelligence Daily.

To get your copy of this slide deck, simply click here.

Join the conversation about this story »

25 Nov 16:46

7 Things You Didn’t Know You Could Do With a Tile Tracker

by Dave LeClair
things-do-tile-tracker

When it comes to Bluetooth trackers, the most common things people use them for is keeping tabs on their keys and wallets. These are great reasons to have one (or a few), and I use my Tile to find my keys all the time. Using it frequently made me think: what else can I use these awesome trackers for? I’m going to save you the trouble of figuring it out on your own, and I’ll share you some of the more interesting ideas. If done correctly, you might never lose anything again! What’s a Tile Tracker? Tile (UK) is one of...

Read the full article: 7 Things You Didn’t Know You Could Do With a Tile Tracker

25 Nov 16:45

The 12 Most Ridiculous Windows Errors of All Time

by Ben Stegner
ridiculous-windows-errors

Computers and humans are so different. While computers are infinitely faster at processing information, they run into trouble if they try to stray from their course. These “fast idiots” contrast to people, who can’t think as fast as machines but can adapt much more easily. These relations have produced some hilarious situations where novice users failed to grasp the basics of using Windows. On the other side of this are error messages. When a computer runs into an unexpected scenario, it usually throws up a message box for the user to review. While these can provide information about real issues,...

Read the full article: The 12 Most Ridiculous Windows Errors of All Time

25 Nov 16:43

How Finding Flow Helped Me Decide What I Should Do With My Life

by Trent Hamm

For most of my life, I’ve just drifted. I would work passionately at one thing for a while, then I’d burn out on that thing and move on to something else. I felt like I had a good grip on what I needed to do today, but in terms of thinking about the big picture of my life, I just didn’t have any idea.

Read more...

25 Nov 16:42

29 travel hacks that even frequent fliers don't know

by Sophie-Claire Hoeller

Airport

Instead of insulting your intelligence with "hacks" like "pack light," or "bring an empty water bottle," we've put together a list of tips and tricks that will help even the most seasoned jetsetter avoid the inevitable hassles of frequent flying.

1. Sign up for TSA PreCheck or Global Entry

Essentially an express lane for the proactive, these programs are pre-approvals from the US Customs and Border Protection that designate you a low-risk traveler. As long as you're not a convicted criminal, you're good to go after little more than some light paperwork and a quick in-person interview.

Essentially, TSA PreCheck ($85) makes US domestic travel simpler, allowing you to keep your shoes, belts, etc. on and cut security lines, while Global Entry ($100) makes returning from an international trip easier, eradicating paperwork and lengthy processing lines.

2. Book two one-way flights

Sometimes flying two different airlines and booking two one-way tickets is cheaper than booking a round-trip, plus it may get you better arrival and departure times as you mix and match flights. Some flight-booking sites, such as Kayak, already do this for you, but you should do your homework and check the airline websites yourself for even better deals.

3. Book non-US airlines if possible

Foreign carriers have better amenities than US ones, even in economy, where they often provide you with hot towels, pillows and blankets, and even — gasp — full cans of soda.

4. Understand code shares

Make sure you know how flight partnerships work before booking a flight on a partner airline for miles. Some partnerships will offer the same mileage; others will give you less. Others again may calculate miles based on the amount of money you paid for the ticket, rather than the distance flown.

5. Get upgrades by booking an economy ticket with a Y or B booking code

Champagne/Wine on plane

Ask and thou shalt receive (when possible). Basically just requesting an upgrade when booking should get your ticket marked with a Y or B booking code, which, according to TravelNerd.com's Amy Lee, means the flier is looking for an upgrade. In other words, should there be any open seats in the next class up from what you booked, you should get a complimentary upgrade. This works best if you're a frequent flier and loyal to the carrier you're booked on.

6. Pretend you're somewhere else when booking to score discounted fares

Where a ticket is purchased, called its "point of sale," can affect its price thanks to something called "regional pricing." Basically, the price of a ticket will be lower in a country with a lower standard of living or when travel companies are trying to break into a new country, according to travel industry analyst Henry Harteveldt.

Harteveldt says you can find different ticket prices for the same flight on Expedia.com and Expedia.co.jp, the Japanese version, as well as for internal foreign flights on an international carrier's website by changing your "residence" to the airline's home country. The only thing to watch out for is that you'll be seeing prices in local currency, so make sure to do the math and convert them.

7. Clear those cookies

A little thing called "dynamic pricing" means that no, refreshing a window 147,554 times will not make a flight cheaper, but it may actually make the price go up as it changes based on demand. While most people like to get around this by using incognito windows, clearing your search history and cookies is a safer bet.

8. Know that you have a 24-hour window to get a refund

Even nonrefundable flights generally have a 24-hour window during which you can cancel them without having to pay a fee. In other words, pull the trigger and book a flight, then keep tracking it for another day to see if a better rate pops up, in which case cancel and rebook. Or put your airfare on hold on carriers like American Airlines, Southwest, and Virgin America, which all have free 24-hour hold services. United has something called a FareLock starting at $6.99 that lets you wait up to a week before booking, while Options Away ($4 to $45) can hold flights for up to three weeks.

9. Fly on a Boeing 767

If you're deciding between similar flights and one is on a Boeing 767, take that one, as the aircraft has fewer of the dreaded middle seats than other planes.

If you can't get on a Boeing 767, check out our comprehensive guide to getting the best seat on every flight. Your best bet is checking seatguru.com, which has up-to-date seating charts for every single flight and gives you the inside scoop on whether a row doesn't recline, whether a seat is too close to the bathroom, or whether there's any extra legroom to be had.

10. Download your airline's app

Most airlines (including Delta and United) have invested some significant cash into developing apps that provide you with real-time updates on gate changes or delays, so you can hit up one of those Xpress Spas without worrying about missing vital information. Even better, the app also allows for paperless boarding at most airports.

11. Keep a go-bag of essential items

toiletries

Instead of wasting time squeezing your favorite shampoo into TSA-friendly 3.4-ounce bottles, or packing and unpacking the same toiletries over and over again, keep a go-bag of your favorite items at the ready. That way you don't have to think about what you may need or scramble at the last minute.

Pro tip: Try ordering samples of your favorite products online for free travel-size toiletries.

12. Keep an extra set of cables and chargers ready

Forget racing around your apartment pulling cables out of outlets. Instead, keep a small, zippered, and water-resistant bag of electronics, batteries, and chargers packed, and never think about them again.

13. Pack a squishy carry-on

Checking a bag is amateur hour, but taking this trick to the next level is using a duffel or some sort of squishy bag as your carry-on. Having a malleable bag that can be smushed into the overhead bin means it is less likely to be taken from you at the gate.

Or, even better, outfit yourself with the right gear, such as this "perfect"-size carry-on, which will fit every airline's size requirements.

14. Roll clothing up, then use air-compression plastic bags to squeeze air out of them

Packing suitcase, rolled clothesWe have tons of packing tips, but one of the best is to roll rather than fold clothes to maximize space and minimize wrinkling, then use space-compressible plastic bags to push excess air out of the clothes for even more space. If you're not into the idea of rolling your clothes, packing them in tissue paper or dry-cleaner plastic should also reduce wrinkles.

15. Pack one color scheme, and make sure it's a dark one

Try to pack clothes that are all in the same color family, preferably dark. This means all of your clothes will match and you don't need to waste time worrying about putting together outfits. Also, dark colors hide stains.

16. Use shoes for more space

Use your rolled-up socks as shoe trees, preserving your shoe's shape inside the suitcase while maximizing space by using that inside of your shoes.

17. Pack shoes foot-to-toe at the bottom of your bag

Putting the heaviest items at the bottom, near the wheels of a suitcase, ensures that your bag is balanced. There's nothing worse than a bag that keeps tipping over as you're rushing to the gate.

18. See extra cities free

Tourist with map

Why not add a free stopover (any connection that's more than four hours domestically and 24 hours internationally) to a flight you've already paid for? Some airlines — and you'll have to check first — offer free stopovers, generally in their hub city, meaning you can visit an extra destination or two without purchasing any extra tickets. This is especially great if you do it on a business trip while using a company-paid flight.

19. Volunteer to get bumped off a flight

If your flight is overbooked and you have no pressing plans, volunteer your seat to make some extra money. That said, be smart and negotiate your compensation — it helps to know what you're entitled to. Ask for cash, or make sure flight vouchers don't have tons of stipulations and blackout dates that would make them impossible to redeem. Also, make sure that even if you're the first to volunteer, you'll get the same amount of money as the last one to, as compensation often increases as the airline gets more desperate for people to give up seats. That said, double-check that you will not be on standby on your next flight or in any position to get stranded where you are (for example, if you're giving up a seat on the last flight out for the day).

20. Check your credit cards for perks

You might already be entitled to perks without knowing it. From covering your insurance when renting a car to hotel-room upgrades and access to airline lounges, many credit cards you may already have come with special advantages and freebies.

21. Choose the best credit card for travel

Travel perks differ, so you need to figure out what your priorities are, like whether you want to earn more miles or get foreign transaction fees waived. One of the best travel credit cards is the Chase Sapphire Preferred Card, which gives you 2 Ultimate Rewards Points per $1 spent on travel and restaurants, as well as 1 point per $1 spent elsewhere. It also waives those pesky foreign transaction fees, offers a signup bonus of 40,000 points when you spend $4,000 on purchases in the first three months of opening an account, and boasts 20% off travel when you redeem points for airfare, hotels, car rentals, and cruises through Chase Ultimate Rewards. That said, it charges an annual fee of $95.

22. Get into the airport lounge, even if your ticket says economy

Lufthansa lounge

Most people don't know that airport lounges often sell day passes, allowing you to pay to access them. While they are pricey, purchasing them in advance online often gets you steep discounts.

You can also get a Priority Pass ($99 to $399 a year), which gives you access to 700 airport lounges around the world.

Finally, there are lounges that aren't affiliated with any airlines, and thus also allow you to pay for access.

If you don't want to pay, however, check your credit card to see whether it gives you lounge access (such as the American Express Platinum, which gets you into Delta and Centurion lounges), or play the long game by being loyal to a specific airline and attaining elite status.

23. Get elite status faster

As a frequent traveler, getting in on a loyalty program is imperative. A trick allowing you to fast-track the process, however, is collecting miles on lesser-known partner airlines that may give you the same elite status for fewer miles flown, such as Aegean Airlines, a Star Alliance Member.

24. Save money staying connected

Both in-flight internet fees and roaming charges are exorbitant. Bypass them by getting a subscription to Boingo, a Wi-Fi hotspot provider that ranges in cost between $4.98 a month for access in the Americas to $59 a month for worldwide coverage.

In line with checking your credit cards for perks, know that if you have an American Express Platinum Card you can get a free Boingo subscription.

25. Minimize jet lag by sleeping right

sleeping plane

Jet lag — aka when you cross time zones faster than your body can adjust, thereby mucking up your circadian rhythm — usually takes one day to adapt to per time zone crossed when traveling west and about a day and a half when going east. But you can cut down on this recovery time by loading up on sleep before your trip (the more rested you are the less a lack of sleep will affect you), as well as starting to shift your meals and bedtime closer to those at your destination. This takes some forward planning and resoluteness, but if you can, start going to bed an hour earlier each night and getting up an hour earlier each morning a few days before heading east, and an hour later each night/morning for a few days before heading west.

26. Minimize jet lag by eating right

Yes, experts recommend laying off booze and caffeine, as they dehydrate you and make jet lag worse. In terms of food, eating meals when they would be served at your destination helps adjust your circadian rhythm. What you eat matters too — heavily processed food like that served on planes dehydrates you, so the best thing to do is either skip a meal or two or eat healthy snacks or foods that are high in protein.

27. Get food faster by ordering a special meal

This involves some advanced planning and probably not-so-regrettably forgoing the meal everyone else is getting, but by requesting a special meal (kosher or vegetarian, for example) you will usually get served before everyone else, and can go to sleep sooner, without waiting for the full dinner service. Plus, rumor has it that those special meals are better anyway.

28. Head to the departure zone for a cab sans line

If you see a massive line snaking around arrivals, do a quick 180 and head to the departure zone. People will be getting dropped off by cabs, which you can simply snag without any competition. Of course this depends on how an airport is set up — it might cost more time than you're saving to take a train to another terminal — but hey, you win some, you lose some.

29. Make free(ish) calls abroad

You can make free calls with Skype or Google Voice using its app or the Hangout app. All you need is some Wi-Fi, so buy a local SIM, or get 120MB for only $30 on ATT, for example.

Join the conversation about this story »

NOW WATCH: 8 travel hacks even frequent fliers don't know

25 Nov 16:42

2017 Predictions for Mobile Marketing and Loyalty Trends

by Guest

Mobile marketing and customer loyalty are not new ideas or tactics, but the strategy behind them has been evolving dramatically in the past few years, and that momentum is going to continue through 2017.

According to eMarketer, the majority of U.S. marketers intend to allocate more of their budgets to customer loyalty in 2017, and about 13 percent said they anticipate significant increases in spending on such programs.

For brands and marketers, their strategy needs to go beyond just having an application or a stagnant loyalty program. There are a multitude of mobile channels, methods of communication and personalization capabilities that can be leveraged to really engage consumers through their mobile devices. Here are some predictions to help curate mobile marketing strategies heading into the new year.

Toss out the legacy marketing stack and take a look at single-view technology

The old days of mass campaign emails pushed out through legacy marketing stacks are behind us now. According to McKinsey & Co., 83 percent of marketers identify that the ability to make data-guided decisions is one of the most important capabilities, but only 10 percent believe they are effective at feeding insights about customer behaviors back into the organization to improve performance.

Measuring campaign success on whether or not an email was opened won’t cut it anymore. Companies need to have a single view of online and offline systems across multiple channels so that they can build single, operational profiles for each customer.

2017 will pave the path for becoming more agile and making data real-time and actionable in the mobile-first world. Behavioral and transactional data and syncing individual profiles will be the only way to reach customers, not through campaigns built for large masses. Companies need to make sure to integrate their technologies to make their once siloed marketing stack more agile, real-time and actionable.

It’s not just for the movies anymore … machine learning is for mobile marketing, too

Machine learning is rapidly infiltrating almost every industry today, and mobile marketing is no different–especially when it comes to the real-time needs for marketers. By leveraging advanced analytics tools, machine learning helps brands gather predictive data, detect patterns within massive databases and thereby power predictive responses for personalized marketing automation.

For example, brands could use machine learning capabilities to understand customer product preferences based on historical purchases. From there, when a customer enters the store the next time, it can allow the brand to send a push notification at that specific moment with a relevant offer–allowing for a hyper-personalized customer journey.

Omnichannel experiences

According to DMNews, 53 percent of consumers feel that it’s important for retailers to recognize them as the same person across all channels and devices used to shop, and 78 percent are also willing to allow retailers to use information from their in-store purchases to provide a more personalized experience.

Brands and marketers need to start giving consumers that they want—omnichannel, personal experiences.

Hearing it straight from the consumer’s mouth, 2017 will be a year for customers to be treated as individuals, with a consistent brand experience regardless of what channel they’re using. By creating a single view of the customer, brands can ensure that they are not only following the journey across all platforms and channels, but also reacting to it at the points of highest value.

A good example of this is if a store sees that a customer has left items in an online shopping cart. Rather than sending an email reminder in a few days about the forgotten items, a brand could, and should, instead send a push notification as the customer enters the store to remind them of the items.

It’s not just about likes … brands need to see the bigger picture through social media

It’s hard to remember the days when social media did not exist in our lives–it has become essential to everyday life for both consumers and brands.

Despite the pervasiveness of social media, though, DMA recently reported that 70 percent of companies are still not collecting data from social media channels. And I don’t mean counting likes, follows and favorites, but the actual data in the content of those social media posts.

Brands looking to strictly advertise to and convert customers on social media are missing a huge opportunity to unearth a plethora of data about consumer trends, purchase intent, product attributes, drivers of sentiment, competitors or category-level conversations.

By analyzing the social conversation across platforms, brands can respond in real-time with hyper-relevant content. For example, if there’s a spike in conversation about unseasonably warm weather in the area, a coffee chain could push a local campaign offering discounted iced beverages for the day.

Getting personal with your customers

Acquiring new customers is important, but retaining your best customers is critical. According to Forbes Insights/Sailthru, companies that increased their spend on retention in the past one to three years had a nearly 200 percent higher likelihood of increasing their market share in the past year compared with those spending more on acquisition.

Traditional loyalty programs rewarded existing or passive behaviors to try and reduce attrition, but the actual rewards are typically generic and generalized and not tied to specific milestones, behaviors or thresholds.

Moving forward, in order to have a successful omnichannel and mobile loyalty strategy, marketers need to align cross-team stakeholders to define business goals and identify what their high-value customer behaviors actually are.

With key milestones and behavior change thresholds defined, programs can offer specific rewards to customers to motivate long-term loyalty and deepen engagement. Brands and marketers can also use their data to quantitatively determine which customers are the best ones by looking at recency, frequency and spend metrics, and targeting accordingly. Each customer should have their own unique experience with individualized incentives.

Brands and marketers can no longer just check mobile off of their to-do list for their 2017 budgets. How are you leveraging mobile? Do you have an omnichannel approach? Is it personalized? Are you looking beyond your likes and reading actual customer conversations on social media? Mobile marketing is set to be a dominant marketing force over the next year; how’s your strategy looking?

Rachel Newton is the marketing director at loyalty marketing technology provider SessionM.

Image courtesy of Shutterstock.

25 Nov 16:41

4 Techniques for Landing Your Sales Whale

by afrost@hubspot.com (Aja Frost)

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Imagine winning a deal five times bigger than any you’ve closed before. It’s a tantalizing vision -- which is why some reps prioritize high-risk, high-reward prospects.

If you’re not strategic about landing your sales whale, you’ll spend enormous amounts of time and energy on a fruitless endeavor.

These four techniques will help you consistently land large accounts.

How to Land a Target Account

1) Look for a Strategic Way In

If you try to prospect into a major account through the same channels as a normal one, you’ll probably be unsuccessful.

Don’t waste your time knocking on doors that won’t open. Your best bet is asking a referral to introduce you to a champion or the decision maker. To find this contact, look through your LinkedIn, Facebook, and Twitter networks. You can also ask the executives at your company if they know anyone at the organization you’re targeting -- they might have a connection you can leverage.

What if your search turns up nothing? Try identifying someone within your target company whom you could help. Maybe you notice they just hired a new head of HR. You could send him an email offering to connect him with your company’s head of HR. Once you’ve formed a relationship, ask for an introduction to your prospect.

Alternatively, use an innovative outreach method to get the decision maker’s attention. Stu Heinecke, author of How to Get a Meeting With Anyone, mails personalized cartoons to prospects he wants to meet. The cartoon features the prospect dealing with a relevant business challenge ... a challenge Heinecke can solve.

You could also try asking your prospect to interview them for a blog post. They’ll probably be flattered, and the interviewing them gives you a chance to build rapport and learn how they think. After the post has gone up, you can ask if they’re dealing with X pain point. Provide some helpful suggestions or unique insights, and you’ll likely earn their ear.

2) Qualify Even More Carefully Than Normal

It’s always important to focus on prospects who can truly benefit from your product, rather than anyone with enough budget to buy it. But qualification is even more crucial when you’re going after a big account.

As HubSpot Channel Sales Manager Greg Fung points out, pursuing “whales” comes with a big opportunity cost.

“In the time it takes to land one major deal, you could have closed five smaller deals,” he explains.

Fung won the second-largest deal in HubSpot’s history. Given the risk of investing so much into a single deal, he was extremely diligent about qualifying his prospect.

“I spent a lot of time upfront with the buyer discussing the potential challenges,” Fung says.

Before he decided whether to work the account, Fung made sure his champion had enough authority to push the deal through. He also needed to know the product was an ideal fit for the company’s needs and objectives.

“If I hadn’t known our solution was what they needed, I wouldn’t have possessed the emotional fortitude to keep trying,” Fung says.

The takeaway? Don’t let visions of your commission blind you to reality. Ask yourself:

  1. Will this organization benefit from my product?
  2. Is it feasible for them to implement my product?
  3. Does my champion have enough influence or authority to purchase my product?
  4. Do they have available funding?

By definition, a whale is bigger than your typical customer. However, in all other respects, the account should match your ideal buyer persona.

3) Look for Creative Ways to Help Your Prospect

If you can find an out-of-the-box way to deliver value, you’ve got a much stronger chance of winning your prospect’s trust and gratitude -- and ultimately, their business.

Because the company Fung was targeting had just completed a massive merger, he asked a current customer who had experience with mergers in the same industry if she’d talk to his prospect.

Providing this value transformed Fung into a trusted advisor.

Later, when Fung gave his prospect a demo, he made the unusual decision to bring along several members of the services team.

“I knew [the prospect] was really attracted to our level of service and support, so I wanted him to meet the people who’d handle his account,” Fung says.

Throughout the sales process, look for ways to go above and beyond. Is your prospect struggling with a specific challenge? It might not have anything to do with your product or even industry, but mine your network for people who have expertise in that domain.

You can also try pulling in a member of your executive team. If the buyer is considering other vendors, she’ll take note of the salesperson who brought along their CTO to the presentation.

An innovative value-add will make you stand out and show your prospect you’re a desirable partner.

4) Assemble a Diverse Team

Four or five heads are better than one, especially when you’re targeting a massive account. In Dealstorming, former Yahoo CSO Tim Sanders discusses the powerful results of bringing together people from across your company to brainstorm ideas.

Sanders recommends including employees from your company’s engineering, design, finance, and marketing teams in your meeting. The “dealstorm” group should range from two or three participants up to 12, depending on the size of the deal and its potential impact on your bottom line.

“The more participants in each one, the more idea flow can get interrupted,” Sanders says. “Be judicious about those who are formally part of the team and try to recruit individual representatives from stakeholder groups.”

Wondering how to successfully recruit your coworkers? They don’t immediately benefit from a close. However, look for individual motivators. For instance, if you’re asking a designer to join the team, you might point out working with this client will boost their design portfolio.

After you’ve assembled your group, send out a brief outlining the nature of the deal, the progress you’ve made (if any), and the challenges you’re facing. Ask your participants to consider a specific question in advance. If you’ve discovered the buyer wants a core feature you’re lacking, you might ask, “What workarounds can we devise for X feature?”

Because every team member can offer different expertise and knowledge, you’re much likelier to develop unique solutions.

Landing a whale requires creativity, resilience, bravery, skill, and luck. But it’s not impossible -- especially if you take advantage of these strategies.

HubSpot CRM

25 Nov 16:41

How to Tell If Machine Learning Can Solve Your Business Problem

by Anastassia Fedyk
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“AI,” “big data,” and “machine learning” are all trending buzzwords, and you might be curious about how they apply to your domain. You might even have startups beating down your door, pitching you their new “AI-powered” product. So how can you know which problems in your business are amenable to machine learning? To decide, you need to think about the problem to be solved and the available data, and ask questions about feasibility, intuition, and expectations. 

Start by distinguishing between automation problems and learning problems. Machine learning can help automate your processes, but not all automation problems require learning.

Automation without learning is appropriate when the problem is relatively straightforward. These are the kinds of tasks where you have a clear, predefined sequence of steps that is currently being executed by a human, but that could conceivably be transitioned to a machine. This sort of automation has been happening in businesses for decades. Screening incoming data from an outside data provider for well-defined potential errors is an example of a problem ready for automation. (For example, hedge funds automatically filtering out bad data in the form of a negative value for trading volume, which can’t be negative.)  On the other hand, encoding human language into a structured dataset is something that is just a tad too ambitious for a straightforward set of rules.

Insight Center

For the second type of problems, standard automation is not enough – they require learning from data. And we now venture into the arena of machine learning. Machine learning, at its core, is a set of statistical methods meant to find patterns of predictability in datasets. These methods are great at determining how certain features of the data are related to the outcomes you are interested in. What these methods cannot do is access any knowledge outside of the data you provide. For example, researchers at the Univeristy of Pittsburg in the late 1990s evaluated machine learning algorithms for predicting mortality rates from pneumonia. The algorithms recommended that hospitals send home pneumonia patients who were also asthma sufferers, estimating their risk of death from pneumonia to be lower. It turned out that the dataset fed into the algorithms did not account for the fact that asthma sufferers had been immediately sent to intensive care, and had fared better only due to the additional attention.

So what are good business problems for machine learning methods? Essentially, any problems that: (1) require prediction rather than causal inference; and (2) are sufficiently self-contained, or relatively insulated from outside influences. The first means that you are interested in understanding how, on average, certain aspects of the data relate to each other, and not in the causal channels of their relationship. Keep in mind that the statistical methods do not bring to the table the intuition, theory, or domain knowledge of human analysts. The second means that you are relatively certain that the data you feed to your learning algorithm includes more or less all there is to the problem. If, in the future, the thing you’re trying to predict changes unexpectedly – and no longer matches prior patterns in the data – the algorithm will not know what to make of it.

Examples of good machine learning problems include predicting the likelihood that a certain type of user will click on a certain kind of ad, or evaluating the extent to which a piece of text is similar to previous texts you have seen.

Bad examples include predicting profits from the introduction of a completely new and revolutionary product line, or extrapolating next year’s sales from past data, when an important new competitor just entered the market.

Once you verify that your problem is suitable for machine learning, the next step is to evaluate whether you have the right data to solve it. The data might come from you, or from an external provider. In the latter case, make sure to ask enough questions to get a good feel for the data’s scope and whether it is likely to be a good fit for your problem.

Say you have determined that your problem is the classic machine learning problem and you have the data to fit that problem. The last step of the process is your intuition check. Yes, intuition: machine learning methods, however proprietary and seemingly magical, are statistics. And statistics can be explained in intuitive terms. Instead of trusting that the brilliant proposed method will seamlessly work, ask lots of questions.

Get yourself comfortable with how the method works. Does the intuition of the method roughly make sense? Does it fit, conceptually, in your framework of the particular setting or problem you are dealing with? What makes this method especially well suited to your problem? If you are encoding a set of steps, perhaps sequential models or decision trees are a good choice. If you need to separate two classes of outcome, perhaps a binary support vector machine would be best aligned with your needs.

With understanding come more realistic expectations. Once you ask enough questions and receive enough answers to have an intuitive understanding of how the methodology works, you will see that it is far from magical. Every human makes mistakes, and every algorithm is error prone, too. For all but the simplest of problems, there will be times when things go wrong. The machine learning prediction engine with get things right on average but will reliably make mistakes. Mistakes will happen, and they will happen most often in ways that you cannot anticipate.

So the last step is to evaluate the extent to which you can allow for exceptions or statistical errors in your process. Is your problem the kind of problem where getting things right 80% of the time is enough? Can you deal with a 10% error rate? 5%? 1%? Are there certain kinds of errors that should never be allowed? Be clear and upfront about your needs and expectations, both with yourself and with your solution-provider. And once both of you are comfortably on the same page, go ahead. Armed with knowledge, understanding, and reasonable expectations, you are set to reap the benefits of machine learning. Just please be patient.

25 Nov 16:40

5 Important B2B Content Strategy Lessons That Will Shape How You Use Social Media

by Wendy Marx

5 Important B2B Content Strategy Lessons That Will Shape How You Use Social Media

Every company needs a solid B2B content strategy, including for social media. Why do we say that? Think of the millions of posts that are written and published every day around the world.

This is the age of what social media marketing expert Mark Schaefer refers to as content shock — where there is so much content that it overwhelms readers. How can you stand out in this veritable sea of content that has flooded the internet? Is it even possible? Yes it is.

The powerful content marketing gurus at Hubspot and BuzzSumo have joined forces to conduct research into what works and what doesn’t in B2B and B2C content. This research looks into 175,000 posts from both B2B and B2C industries, and measures their performance across multiple social media networks. Their report delves into the nature of B2B versus B2C content, and provides insight into what works best on social media for each one.

While we may have preconceived notions about what approaches work for B2B versus B2C companies, social media performance doesn’t lie. Knowing what and how many people share content gives us the raw and unbiased view of actual users in each field.

Effectiveness increases as the organization’s content marketing grows in maturity. –Joe Pulizzi

On average, B2C posts had 114 shares, whereas B2B posts received an average of 68.5 shares. Does this mean that B2B blogging and content are unsuccessful in social media? Not at all!

Let’s look at what we can learn from this report, and how we can apply it to improve B2B social media marketing.

What B2B Content Strategy Lessons We Learn

1. Size Doesn’t Matter

For years in B2B blogging, it was thought that long-form posts performed better — and while that might be true in some aspects, social media isn’t one of them. Long form posts did not receive any more shares than short-form.

So if the length of the post doesn’t matter, what does? For starters, you need to have an attention-grabbing headline. Hubspot studied a million high-performing articles to determine what components work best in social media headlines. Here are a few of the headlines that work best in a B2B content strategy:

  • You Should Never
  • X Things to
  • X Things Only
  • The Science of
  • The Case for
  • You Can Now
  • The Rise of
  • The Art of
  • The Future of
  • The Age of

2. LinkedIn Has Proven Its B2B Social Value

B2B content dominates the LinkedIn playing field — with an average of 25.7 shares, compared to 9.8 shares for B2C content. With all the tools that LinkedIn provides that are geared towards business and thought leadership, it really does make a perfect home for your B2B company’s content.

To see results, you need to get involved and interact on LinkedIn. Set up a sales-oriented LinkedIn company profile (you need to sell, not simply post a resume), create engaging industry content and publish it on LinkedIn, and join any number of professional groups. From there, the possibilities for interactions and growth are endless.

It hasn’t been too long ago that LinkedIn morphed from a teeny professional networking site to an enormous world force. –Neil Patel

3. Don’t Count Facebook Out Yet

Facebook currently has 1.71 billion active users every month. With such a huge audience potential, how can you pass up this social network? B2C companies may currently dominate Facebook marketing with an average of 85.6 shares (compared to B2B companies who have an average of 26.1 shares), but Facebook is still a strong contender in the B2B space and needs to be an important element to your B2B content marketing strategy.

If we compare how many shares B2B posts get on Facebook as opposed to LinkedIn, we see they average about the same results (26.1 shares on Facebook, and 25.7 shares on LinkedIn). This means that Facebook competes strongly with LinkedIn when it comes to the success of its content. Facebook has steadily climbed the ranks of importance among social networks, and continues to drive substantial traffic to company websites.

The sheer size and power of Facebook shows that it’s not a network to ignore, and will only grow in significance in B2B marketing. What is more, we have content marketing examples that show what works on Facebook. B2B companies need to focus on more practical information — the articles that show useful tips and how-to information.

Let’s say you’re a B2B company that specializing in security systems for small businesses. Don’t simply highlight your B2B blog’s factual content, with a title such as:

9 Groundbreaking Statistics on Small Business Security

Instead, give your readers practical application of your findings, such as:

9 Helpful Tips that Will Make Your Small Business Safer Based on Recent Findings

These two blog posts might have the same basic information, but the second promises to provide real-life application that will benefit the customer. Always try to answer the question “What’s in it for me?” right in the title of your post.

4. Twitter Is Still in the Game

B2B and B2C ran neck-in-neck when it came to Twitter shares with B2B taking a slight lead. B2B posts saw a median of 4 shares on Twitter, while B2C posts had a median of 3 shares.

Twitter is a great place to focus on B2B thought leadership, with posts that feature your industry expertise. You can also use Twitter to promote special content that you have prepared, such as eBooks, white papers, and case studies.

5. People in B2B Companies Want Content That Will Help Them Succeed

While B2C marketers succeed with entertaining content such as funny lists and crazy videos, people in the B2B sphere require deeper, more fulfilling content. They want content that will help them to learn from others’ mistakes, or to identify beneficial habits to cultivate in their professional life.

Focus on posts that will help your reader succeed. Whether it’s a numbered list or a how-to article, make it engaging and geared toward reaching one of a reader’s goals such as gaining more customers, increasing office efficiency, or succeeding in a leadership role.

For example, a post on 7 Necessary Habits That Will Boost Your Customer Relations will be more useful to your readers in the B2B space than a post on 7 Foolish Superstitions of Business People.

That doesn’t mean that you can’t have light, humorous posts or titles. It’s just that you want to be sure to serve some high protein content — not just uneeded carbs.

A Few Points to Remember…

  • There is no correlation between length of content and number of shares.
  • B2B blogging should focus more on benefits and practical application for customers.
  • LinkedIn is the most essential network for B2B companies to share their content
  • Leverage the unique and substantial audience that Facebook and Twitter offer to help your content succeed.

Don’t let those preconceived ideas keep you from succeeding on social media. Whatever content you create, help it flourish on social media with these important, strategic lessons.

Download Your FREE Content Planner End your content planning headaches Now!

25 Nov 16:40

How to Launch a Startup When You Have Zero Technical Knowledge?

by Siya Carla

So, you have an idea that’s brilliant enough to tackle global problems and eventually buy you an island of your own? The era you live in is digital, but you don’t know the first thing about coding? Unfortunately, for a myriad of ambitious entrepreneurs, yourself included, today’s startup ventures are simply tied together with technical knowledge. The question we’re all interested in is this – is turning our business dreams into reality without any programming background even possible?

Straightforwardly, yes.

Reid Hoffman did it, so did Richard Branson, Michael Dell, Sean Rad, Joe Gebbia and Brian Chesky, Jack Ma and a great number of others. Respectively, these founders, CEOs and visionaries participated in raising global enterprises like LinkedIn, Virgin, Dell, Tinder, Airbnb and Alibaba; not one of them had any kind of technical skills. Instead, each was armed with vision, passion and determination, and from the looks of it, this trait triad is vital for climbing to the top.

launch-a-startup

Foundation or Segment – How Important Technical Know-How Really Is?

In its core points, every business model is the same. In between a trailblazing idea and a revenue yield, a company needs to establish its core values, develop a marketing strategy, commence a thorough competitive analysis, design a foolproof operations, management, development and financial plan, and ultimately, go through with it all.

Though continually present and indisputably essential, technology is rarely more than an instrument for execution.

True, tech-savviness is an invaluable asset in the business arena, but it’s also a “hard” skill that, unlike its “soft” opposition, can be acquired through education, training and experience. But, what an enterprise really needs is a venturing mind. The road to success is paved with ingenuity and comprehension of corporate dynamics, which is why the first step requires nothing but courage, capability and an inclination to learn.

how-important-technical-know-how-really-is

“Whether a founder has a technical background or not, the opportunity to turn a great idea into a business is becoming a global phenomenon,” explains Steve Guggenheimer, chief evangelist for Microsoft. “There are a ton of resources and services out there for young companies to help you get off the ground—from legal advice and access to free technology services, to incubators and accelerators that take a hands-on approach to mentoring young companies.”

If your vision is supported by passion, and your passion empowered by determination, this wide variety of resources is only a click away.

Here’s what makes tech companies launched by non-tech founders not only possible, but successful as well.

The Challenges You’ll Face & Decisions You’ll Have to Make

Sure, you’re full of doubts. Even without the whole tech conundrum, launching a startup is a serious decision to make, and you’ll have to think it through time and time again before potentially risking it all. Hopefully, these 3 Q&As will make your brainstorming sessions a bit easier.

decision-making

  1. Do You Need To Learn Technical Basics?

If you’re up to it, by all means. If not in a position, there are ways to work around it.

The most interesting paradox of the digital age is that technological skills are no longer considered a specialty. Online coding courses, night schools for engineers and niche literature are available for anyone with interest and time. Obtaining basic technological knowledge will help you a great deal during the upcoming journey, and no one can tell you otherwise.

This, however, doesn’t mean that you need a degree – as a founder, you can delegate everything technological to a team of engineers and developers, but knowing the basics will undoubtedly enable you to collaborate with them, understand the process, and make swifter and more founded decisions.

  1. Should You Partner Up With a Tech Specialist?

If possible, absolutely!

Industry experts still debate whether non-technical solopreneurship is a viable option or not, but there’s one thing they all agree upon – having a partner, or at least an executive team member with a background in programming, certainly means avoiding the risk. Though highly advisable, co-founding a company with a technical person is, just like in the previous case, not completely necessary.

  1. Technical Support: Outsource or Hire?

Well, it depends.

The first decision you’ll have to make is whether to outsource the technical part of your business or to assembly a team and manage it in-house. Both options have their pros and cons that mainly fall under the budgetary strategy your employ.

However more convenient, efficient and, quite bluntly, better, the second solution is way costlier. The first, on the other hand, is more problematic in the long run, since your product or service will need continual iteration and improvement.

There is, however, a middle ground – Rahul Varshneya of Enterprise suggests that outsourcing your first version and hiring full-time professionals for further progress is probably the best possible course of action.

The Non-Tech Founder’s Guide for Starting Up

Now that you’ve considered the 3 main challenges and determined how to approach them, you can start following the startup guide step by step.

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  1. Adjust Your Mindset

If feeling insecure about placing your tour de force into somebody else’s hand, and that will happen once you start picking your technical team, start by re-adjusting your mindset. As mentioned before, there’s so much to building a startup besides engineering, and being a savvy entrepreneur yourself, you certainly have a lot to bring to the table. In order to succeed, tech companies need both sides of the coin, and your non-technical mind is definitely an essential piece of the puzzle.

  1. Embrace Your Non-Technical Side

So, what is it exactly that you are going to need once the first draft of your business plan is ready and presentable? A non-technical co-founder has a long list of responsibilities – raising and managing money, conducting market and product development research, recruiting, developing customer relations, as well as branding and marketing – and you’ll sure have to meet them all.

If uninterested in the coding side of the deal, you’re expected to carry the corporate side of the bargain with the utmost efficiency.

  1. Test Your Idea

Being the brain behind the project, you’ll have to be absolutely certain that your startup idea is an unfailing one, which is why testing the waters before you leap is definitely a clever choice. There are a lot of ways of re-evaluating your future offer, but the most foolproof strategy is to present it to your prospective audience. This will, however, demand some basic knowledge of generating leads – whether you choose to create a landing page, pursuing feedback on social media or blogging about it, try gathering info that you can actually gauge. If the number of people intrigued enough to subscribe is significant, you’re good to go.

  1. Seek Assistance

Whether you choose to co-found, outsource, or hire, you’ll have to know where to seek the tech talent you need. Even though googling seems like the easiest way, experts advise against it; instead of becoming a victim of impactful SEO campaigns, try alternative routes like niche seminars, forums and blogs. LinkedIn is full of industry leaders, investors, accelerators, connectors and enthusiasts, so be sure to check that out too.

  1. Mingle with the Industry

In addition to the aforementioned trait triad, Josh Chandler suggests that another essential quality for aspiring entrepreneurs is a far-reaching network. Especially in your case, building connections in the industry and following within the tech crowd is paramount, and the only way of acquiring either is social mingling. Try not be shy about and protective of your idea, but put it on the radar instead – at this point, any kind of enthusiasm, interest and feedback is much-needed for understanding whether you’re on the right path or not.

  1. Approach the Right Audience

However paramount, effective networking is quite impossible without knowing your core audience first. Like any other company, tech startups need to put additional effort into devising a proper targeting strategy. Your business idea might seem ground-breaking to you, but ultimately, it is the audience that is going to make the final judgment, which is why getting familiar with their needs, demands, preferences and pain points is the securest way to the top.

targated-audience

  1. Bridge the Expertise Gap

Even if you’ve succeeded in erecting the organisation without any technical foundation whatsoever, you’ll need to stay on top of your team’s ideas. Doing the homework, learning the lingo, and keeping up with the latest industry accomplishments will allow you to comprehend the way cutting-edge technology can impact and improve your business undertaking. Additionally, your awareness will encourage those working under your wing to reach farther and achieve more.

  1. Empower Your Tech Team

In a totally different scenario, your conscious ignorance of anything technological will handicap your tech team, particularly if you choose not to give them the creative freedom and authority they deserve.

If incapable of understanding various implications of resources and tools yourself, you’ll have to let others voice their opinions and act on your behalf. Delegating is all about giving trust – in your specific case, the fastest way of failing is trying to micromanage those who are employed to think and create.

  1. Collaborate Your Way to the Top

Under the right guidance, a team of engineers and developers will surely deliver, and it’s up to you to provide resources, means and instructions. In order to do so, you’ll need to establish your objectives with the utmost clarity, but remain open to creative consultation.

Remember, what software bugs are to a non-tech person, business infrastructure is to an engineer – when compelled to collaborate, the two of them need to find a common tongue and stay focused on the mutual goal.

  1. Pre-Sell To Include the Audience

The tech industry is a quite a unique one – with market gaps being so rare and the competition so fierce, any insight into your audience’s behaviour is more than precious. That’s exactly why testing your business idea before the official launch is of such importance, and why you should never hesitate tickling your potential buyers’ interest with trial versions.

Most usually, such projects take months to develop, which is why pre-selling can only help you realize what you’re doing wrong and what tactics your company needs to employ in order to improve and, ultimately, sell.

business idea

If still skeptical, here’s another success story to encourage you. Charles Best, now the executive head of DonorsChoose.org and once a Bronx teacher, started his corporation with nothing but good will and a piece of paper.

Famously, Best hand-wrote his website point by point 14 years ago, and payed $2,000 to see it come to life. Until today, his organization has supplied 12 million kids with the necessary learning resources, thus making its CEO one of the most influential non-tech founders, but not only that; once a startup itself, DonorsChoose.org has succeeded in making a change on nothing else than a global scale.

So, forget your concerns, plan things ahead and start focusing on how to put your brilliant ideas out there. Technology is just an enabler; there is a ton of other, more important things that have to be done. What are you waiting for?

25 Nov 16:39

How Canada’s zany dairy system affects daily life, from cheese bandits to dessert-starved Newfoundlanders

by Tristin Hopper

Price fixing is illegal in every other Canadian industry, but with milk, poultry and eggs it’s the law.

Starting in the 1970s, Canada’s milk, poultry and eggs has been subject to what is called “supply management.” Every year, industry marketing boards decide how much of each product is going to be sold in Canada, and then they fix a minimum price. Meanwhile, Ottawa keeps the borders tightly sealed to ensure that foreign competition can’t screw this whole system up — that’s why you can only take 20 kg of dairy products back into Canada after a trip to the U.S.

The idea is to shield Canada’s milk, egg and poultry farmers from market fluctuations. Grain and mustard farmers have “bad years,” but not milk farmers. For them, a consistent base of customers paying a profitable price for their product is guaranteed by federal writ.

There are several well-known critiques of supply management: That it’s adding $300 per year to the average Canadian grocery bill, that it’s cursed our country with clunky, uncompetitive farms or that the whole system is basically a giant government-backed cartel to benefit a small cadre of surprisingly rich farmers.

But Canada’s 40-year supply-management experiment is also affecting daily life in all sorts of other bizarre ways. Keep reading, and read our totally biased take on a world of cheese bandits, dessert-starved Newfoundlanders and oceans of perfectly good milk being flushed down the toilet.

We have a cheese black market
Go to the United States right now, fill up the trunk of your Tercel with bricks of mozzarella and then sneak back across the border. If you aren’t killed in a hail of bullets from Canadian Border Services, then congratulations: You just made $1000. Cheese in the non-supply-managed United States is dramatically cheaper than in Canada, with a $200 CDN case of mozzarella from Detroit fetching as much as $300 CDN across the border in Windsor. Part of this is due to the price-raising nature of artificially limiting supply. While some blame is also due to the United States’ bad habit for dairy subsidies. But whatever the reason, when a compact, easily transportable good can yield a massive return just by schlepping it over an undefended border, the result is a cottage industry of smugglers. A Niagara police officer went to jail last year for smuggling thousands of dollars of cheese and chicken wings. In 2013, a Burnaby importer was caught hiding thousands of dollars of contraband cheese in cross-border shipments of grape juice. In Vancouver, the police term for illicit dairy is apparently “offshore cheese,” and it’s been slipping into the city by sea for decades

Newfoundland is constantly short of its favourite dessert
The Newfoundland love for canned goods is legendary. But while the island is never allowed to run short of Pineapple Crush or Purity Salt Fish, it’s a different story when it comes to Fussell’s Thick Cream. A beloved topping for pies and berries, Fussell’s Thick Cream is known for its fickle irregularity — on shelves for a couple of days, and then gone for months at a time. Die-hard Fussell’s fans, therefore, are forced to act like East Germans and fanatically hoard any can of the stuff they can get their hands on. The reason for all this? Fussell’s is a dairy product made in the U.K. To protect Canadian producers from foreign competition, only 394,000 kg of foreign-made “specialty creams” are allowed into Canada each year. Per Canadian, that’s about two good spoonfuls’ worth.

Paula Roberts
Paula RobertsFussell's Thick Cream in its natural habitat.

Everybody hates us for this
Canada is usually all about globalization. Whether it’s Liberal or Conservative governments, we’re always on the lookout for a new market to sell our trees, oil and over-budget streetcars. Thus, on the frequent occasion that Canada is negotiating a new free trade deal, our diplomats have to tell other countries “oh, by the way, you can’t touch the milk and chickens.” This really bugs the countries that are better at making milk than Canada. Paul Ryan, speaker of the U.S. House of Representatives, once held aloft a wedge of Wisconsin cheese while defiantly lamenting to his fellow lawmakers that “Canada won’t negotiate.” New Zealand and Australia, who have both abolished their own similar supply management systems, have been particularly vocal about their stubborn Commonwealth cousin. “Everyone said at the time, ‘what a disaster, the sky is falling in,’ but if you stand back and look at it now after 30 years, our industry … is nearly four times the size it was then,” New Zealand farmer Earl Rattray told Reuters in 2015.

Chicken farmers don’t want any of your grain-fed nonsense
Although the brand is virtually unknown outside Quebec, St.-Hubert is Canada’s 14th-largest restaurant chain and one of the country’s largest buyers of chicken. And recently departed St-Hubert CEO Jean-Pierre Léger loved talking about how lazy his damned chicken suppliers are. Specifically, Léger kept hammering on Quebec poultry farmers to produce a better class of chicken that he can sell to discerning diners; antibiotic free, grain-fed, air-chilled. But the producers dragged their feet on it for years. After all, it’s not like Léger could have purchased chicken somewhere else — and they don’t have to worry about some new upstart eating their lunch with a shiny new grain-fed chicken operation. It took “several years and the cast-iron determination of our CEO, Jean-Pierre Léger, before we were able to satisfy our clients and offer a 100% grain-fed, air-chilled chicken,” a company representative told a Quebec government commission in 2008. “It’s ridiculous that it would take so much time and be so arduous.”

Almond, soy and rice milk are doing great
Thanks to vegans, health nuts and the lactose intolerant, the world market for almond milk and other alternatives is expanding everywhere. But in Canada, the almond milk sector has a leg up because it’s more price competitive with actual milk. A carton of Almond Breeze is about the same price in the U.S. and Canada. But in the U.S., premium-priced almond milk is sharing a shelf with conventional milk that can be as cheap as $2.40 for a four-litre jug. Compare that to a Canadian Wal-Mart where a $3.19 carton of Almond Breeze is just down the aisle from the same quantity of cow milk for $2.47. With only 74 cents on the line, it’s a bit easier to get the average Canadian on the almond train. In Alberta — conservative, farmer-friendly Alberta — the demand for non-dairy alternatives to milk surged by an incredible 225 per cent between 2011 and 2014.

Goat milk’s doing great too!
Imagine you’re a young, brash farmer looking to get into the liquids trade. You can try your hand at starting a cow farm, but first you’ll have to get your hands on a quota. And assuming you can find one for sale, it’s going to cost you as much as $30,000 per cow. Or, you just start milking goats: No marketing board, no quotas and you can export wherever you want. Canada’s goat sector is still dwarfed by the cow milk market, but it’s fair to say that the goat trade is benefiting from a brain drain of dairy enthusiasts looking for a low-barrier way to start making livestock juice. “Ontario really is positioned as the North American leader for goat milk production,” said Jennifer Haley, executive director with the industry association Ontario Goat. “I can tell you there’s a lot less gray hair in the room when we have our meetings.”

Chad Steeves
Chad Steeves No quota to milk this thing.

You may not have noticed, but there was a pretty severe butter shortage last year
“Butter is back and people want to enjoy it again,” Chef Susie Reading at Toronto’s George Brown College told the National Post. And butter consumption is indeed surging in Canada. And while this would normally be good news for an industry that makes the stuff, it was an utter fiasco last year. The Canadian Dairy Commission’s supply targets were not nearly enough to anticipate Canada’s hunger for butter. So, with Canada on the verge of a shortage that could have ground bakeries to a halt, the agency was forced to obtain emergency permission to bring in a one-time only bailout of 8.8 million pounds of butter from New Zealand, Ireland, Belgium and Uruguay. “The Canadian Dairy Commission has dropped the ball,” Greg Nogler with the Stirling Creamery said at the time. “If you have supply management, it’s up to them to ensure that there is supply.” Under conventional circumstances, this butter shortage would have worked itself out: The price of butter would have simply gone up and legions of milk producers from around the world would be busting down our doors to unload their butter at premium rates. It’s the same reason Canada never has “avocado shortages” — there are just times of the year when avocados are more expensive.

Swimming pools of perfectly good milk are getting dumped down the sewer
In the summer of 2015, an oversupply of skim milk forced dairy producers to dump 80,000 liters — enough milk for 43 truck loads. So yes, while the rest of the world was topping up our larders with butter, Canada was simultaneously dumping vast quantities of skim milk into pigstys or sewer drains. If milk was a normal product, this wouldn’t have happened on the same scale: There simply would have been a nationwide blowout sale of $1 jugs of skim milk and all of Canada would have spent a couple weeks eating punch bowls of breakfast cereal to use it up. But supply management doesn’t work that way — it’s designed to shield farmers from the need to ever discount their product. If a litre of skim milk can’t fetch the minimum price set by the marketing board, it goes to the pigs.

Miguel Riopamiguel
Miguel Riopamiguel This photo is from Portugal, but that's what it looks like when a lot of milk is wasted.

Good luck finding some romano cheese, paisan
It is indeed legal to import foreign dairy products into Canada. But just as the farmer needs a pricey quota to milk their cows, the importer needs a pricey quota to ship in their Wensleydale. With only a few import quotas to go around, there are only 90 companies in possession of a quota allowing them to ship cheese to Canada. Everybody else — including the neighbourhood specialty store near you — has to put their names on an ever-lengthening quota wait list. And in the meantime, they have to buy their imported cheese from the 90 quota holders. So there are two factors here conspiring against Canada’s epicures. First, just as it is with Fussell’s Thick Cream, Canadian import quotas are rarely enough to meet the country’s surging demand for foreign cheese. And second, most of Canada’s ethnic food suppliers are at the mercy of The Ninety. If the local quota holder wants to sell all its bocconcini to Sobey’s, then you’re out of luck, Little Italy Grocery Store. The National Post did a quick survey of some small-scale Italian grocers to find out which cheeses they had the hardest time keeping on shelves. Right now, it’s romano, mascarpone and gouda.

Canadian chefs are skimping on the dairy
Don’t panic; poutine is still being piled high with curds and double-doubles at Tim Hortons are still getting their requisite shots of cream. Nevertheless, in the tight-margined world of the Canadian restaurant sector, it’s inevitable that less variety and higher prices on dairy products is having an effect on how chefs plan their ingredient lists. Any good chef would relish the challenge, of course. But Serge Jost, the French-born executive chef for Edmonton’s posh Hotel Macdonald, provided one example of how his own cooking changed in cheese-scarce Canada. In France, he would top a potato dish with melted cheese for texture. But in Canada, where cheese is too expensive to be used as mere texture, he’ll substitute herbs or bacon. “Here, you have to be smarter about it,” he said. The industry group Restaurants Canada, not a big fan of supply management, told the National Post in a statement, “with some flexibility on pricing, chefs would use more cheese, develop innovative new menu items, and grow the market for Canadian dairy products.”

It’s not actually saving the family farm
The whole point of a giant, government-controlled system to seal off whole industrial sectors from the outside world was to protect Canadian farms. As the Liberal MP Maurice Foster summed it up in 1992, “this is what we have to have in order to maintain rural Canada [and] the family farm.” In 1970, Canada had about 123,000 dairy farms. At last count, the number was just 11,280. Supply management might be slowing down the decline of the family dairy farm, but it didn’t stop 90 per cent of them from disappearing.

Despite being Canada’s most Soviet-style industry, Canadian dairy brought down the Soviet Union (really)
Poultry, eggs and dairy are basically the only Canadian industries that follow the “command economy” model once used by the former Soviet Union. Every year, Canada’s various supply management boards sit down and plot out how much milk, poultry and eggs they’re going to sell to Canadians that year. Similarly, the Soviet Union based their entire economy on having rooms of men figuring out how many Ladas, nesting dolls and AK-47s they should make. But still, it was to be an Alberta dairy farm where, in 1983, a young Politburo member named Mikhail Gorbachev would see the intrinsic error of the Worker’s Paradise. The Alberta cows each yielded 4,700 kg of milk annually. Back home, a Soviet cow could only manage 2,258 kg. “Canada offered Gorbachev a prosperous counterpoint to Soviet agricultural failure,” states the Pulitzer Prize-winning book The Dead Hand. The image of the superior capitalist heifers never left the future Soviet leader. As he and associates would later relate, it ultimately inspired the reform measures of Glasnost and Perestroika and, eventually, the fall of the Soviet Union. 

Windsor Star
Windsor StarGorbachev, during his world-changing Canadian visit, shakes the hand of former agriculture minister Eugene Whelan. Whelan, famously, was pelted with milk by dairy farmers in 1976 when he refused to approve industry subsidies.

• Email: thopper@nationalpost.com | Twitter: TristinHopper

25 Nov 16:38

Understanding the Sales Funnel Model

by Dave Schoenbeck

The sales funnel model concept has been made far too complex for successful implementation within small businesses. When I started my coaching firm, I named it Business Simplified LLC because my focus was to help business owners comprehend overly complicated ideas and help them develop tactical implementable solutions. While there are hundreds of sales experts that weave their ideas into an unmanageable bowl of pasta, I prefer simple, straightforward, and doable concepts.

Sales funnel isolated on the white background

As a business owner, you have probably heard of the “sales funnel.” Here’s the gist: start with your prospects at the top of the funnel and turn them into customers at the bottom. Think of it as an upside-down pyramid.

Though many people understand how important a carefully orchestrated sales funnel is to the well-being of their business, they tend to struggle when it comes to execution. In this article, we’ll go over the sales funnel model – starting at the top – and how you can successfully create one that works for your business.

1. Suspects (or Prospects)

These are the targets you want to interest or chase after. They are potential future customers that intrigue you.

The key is to assume your suspects probably don’t know about your business or may not even need your product or service right away. In other words, before you can brief them about your offer, you need to create an awareness about the existence of your product or service. Let them know that when they’re ready, you’ll be ready.

2. Leads

Leads are targets that have raised their hands, moved toward you, or confirmed their interest in what you’re offering. You can record them as a lead if they call you, contact you through your website, walk into your office, send you an email, ask for more information, and so on.

3. Quotes, Bids, and/or Demonstrations

At this stage, you have the opportunity to showcase your product or service to a qualified lead, whom you have invested a considerable amount of time. This is also the phase where your leads are actively seeking solutions that can address their “pain” (whatever it is they’re lacking) – and your business’s solution is one of their options.

If you experience a sudden drop in interest, it’s crucial to ask for feedback so that you can understand what went wrong and how you can improve when moving forward with your other leads.

4. Sales

Congratulations! This might mean you received a purchase order or the sale has been initiated. At this point, your lead has now become your customer and you will soon receive payment.

The Aftermath: Measurements

The customer life cycle does not end with a purchase. Keep in mind that it costs a lot more to attract new customers than it does to retain existing ones. Your goal is to turn your new or current customers into long-term, loyal ones.

Always evaluate your sales funnel model. I recommend you measure your sales funnel conversion rates weekly or monthly. Likewise, you should measure how many leads you turn into quotes and how many leads you have between quotes and sales. Work the number backward to help you understand how many prospects you need in order to meet your sales target.

Understanding the sales funnel model and its inner workings gives you a unique opportunity to assess the effectiveness of your funnel, highlight what works, see where you can improve, and identify your superstar sales people as well as employees who need additional help.

10 CRITICAL RESPONSIBILITIES OF A BUSINESS OWNER

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25 Nov 16:38

Holiday Gift Guide: The Most Significant Content Marketing Books Published During 2016

by Roger C. Parker

holiday-gift-guide-content-marketing-books-2016

There’s something for every content marketer and entrepreneur on your list in this year’s holiday gift book suggestions for content marketers. It’s our largest gift guide and contains 24 recently published books and eight old favorites and books that I overlooked.

Included are:

  • Content marketing books, including overviews and training guides for newcomers, fresh perspectives for experienced content marketers, and advanced SEO techniques for experienced chief content officers and bloggers interested in attracting more traffic, building their lists, and increasing conversions.
  • Writing books for those looking for advice to humanize their brand, write better blog posts, or address the inner blocks that interfere with their productivity.
  • Print and website design books to take design skills to the next level, even for art directors, creative directors, or chief content officers.
  • Presentation books for those who aspire to present at a TED or TEDx event or simply be more effective sharing ideas face to face.
  • Business transformation books for CEOs, entrepreneurs, and thought leaders who want to inspire others and spark personal or organizational change.

During 2016, an explosion of books in adjacent fields — like design, leadership, psychology, and trend analysis — address issues of direct relevance to content marketing success. There are also visual-thinking books that boost creativity by helping erase the barriers between ideas, images, and words.

Whether you’re looking for a career-enhancing gift book for the content marketer in your life, or you’re a CEO or chief content officer looking for a way to acknowledge the contributions of your staff while improving their skills, there are more and better choices than ever before.

Organization

To help you save time choosing the most appropriate book, I organized this year’s recommendations into the same five categories in last year’s holiday gift book roundup, 17+ Books to Give Your Favorite Content Marketer This Season. I’ve organized the books alphabetically by author’s last name into the following categories:

  • Content marketing and content strategy
  • Writing and content creation
  • Marketing and branding
  • Creative ideas and business inspiration
  • Process and productivity

The Content Marketing Institute included these categories in last July’s The Essential #BestBooks Reading List for Content Marketers. This all-time compilation included over 50 recommended book titles. All remain relevant, most are still leaders in their category.

Read the following suggestions with an open mind. Remember that the categories are intended for your convenience. They’re not mutually exclusive. Many books could appear in more than one category. I’ve also added an “old favorites” category for books overlooked in previous roundups and books of exceptional relevance.

Content marketing and content strategy

The titles in this category provide a broad overview of content marketing and the building blocks of content marketing success. They differ in perspective and the amount of detail they share. But, all are safe bets, appropriate for a broad range of content marketers. They are also perfect for entrepreneurs and managers who want to either get started in content marketing or take their content marketing to the next level.

 Crestodina, Andy: Content Chemistry: An Illustrated Handbook for Content Marketing. (4th edition)

crestodina-content-chemistry-v4

If you attended Content Marketing World 2016, you probably were impressed by Andy Crestodina’s keynote presentation. Andy is a classic simplifier: He analyzes complex online traffic patterns and distills his findings into plain English. Here’s an example of Andy’s writing style at its best, from Content Chemistry’s introduction: “To be successful, websites must do two things: 1) attract visitors, and 2) convert those visitors into leads and customers. To do this, web marketers must do two things: 1) create content, and 2) promote it. Great content makes the difference between success and failure on the web.”


Great #content makes the difference between success and failure on the web says @Crestodina via @rogercparker.
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Have you ever seen web marketing described using just 48 words? That’s just one example of Content Chemistry’s clear writing. The concise writing is enhanced by large, 8 ½ x 11 pages and an easy-to-read layout that provides enough space on each page for note-taking.

The title refers to the way Andy uses the periodic table of the elements, which you may remember from your chemistry classes. The elements of the periodic table can be endlessly combined and rearranged, creating new elements. He popularized the concept of content atomization to emphasize that content projects, like blog posts, can be broken into tweets, or combined and expanded into books, e-books, and white papers.

Andy uses the chemistry example as the framework for his book. In chemistry class, professors introduce topics in a lecture format, followed by hands-on lab work.

Part 1: Lecture – The Theory Behind Web Marketing

  • Traffic: Attracting visitors
  • Conversions: Getting visitors to take action

Part 2: Lab – Content Marketing in Practice

  • Creating content
  • Content promotion

Andy devotes his “lecture” to the fundamentals of attracting visitors and getting them to take action. The three chapters in Part l provide a fresh perspective of the goals and tools of online marketing, updated to describe the latest trends, such as mobile computing.

The hands-on laboratory part of Content Chemistry consists of four “sessions”: content, promotion, inspiration, and a conclusion that emphasizes the importance of persistence.

This is the fourth update of Content Chemistry, a testament to the power of ongoing research and incremental improvement over time. Each edition gets better and better, reflecting lessons of the previous year’s research. As a result of its combination of deep research and easy reading, Content Chemistry is a safe choice for any content marketer regardless of experience level or career goals.

Diamond, Stephanie: Content Marketing Strategies for Dummies

diamond-sf-cmktg-strategies-for-dummies

I’ve been a fan of the Dummies brand a long time and even contributed several titles. They offer an interesting paradox: The branding is for beginners, yet the books often communicate an extraordinary amount of quality information. The authors are often well-known subject-matter experts.

One of the best in the Dummies series is Stephanie Diamond’s Content Marketing Strategies for Dummies. Stephanie is a multititle author who was in charge of marketing during AOL’s period of greatest growth. She knows marketing, she knows marketers, and she’s an accomplished researcher. All of these qualities are represented in her latest contribution to the series.

Even if your intended recipients already have a library of content marketing books, they will appreciate Content Marketing Strategies for Dummies. It’s an excellent addition to any library. Stephanie offers a fresh, task-oriented approach to content marketing strategy perspective accompanied by examples and links to hundreds of blog posts and websites. A special bonus: Readers can access numerous printable downloads, including mind maps of every chapter, forms, and checklists.

 Levinson, Jay Conrad and Horowitz, Shel: Guerrilla Marketing to Heal the World: Combining Principles and Profit to Create the World We Want

Guerrilla Marketing to Heal the World is the perfect book for your friends and family members who are business owners or marketers interested in altruistic goals. It combines the skills of two noted multititle authors and marketers. Jay Conrad Levinson was a great influence on millions of marketers around the world. He wrote or co-authored more than 100 guerrilla marketing books that emphasize low-cost, creative marketing tactics as a better path to success than outspending the competition.

Shel Horowitz is a prolific author, coach, and – in his words – “Transformpreneur” helping businesses transform themselves. His mission is to show businesses that “going green” is compatible with profitability. Guerrilla Marketing to Heal the World provides dozens of examples of firms that have discovered how to combine principles and profit.

Guerrilla Marketing to Heal the World is a thoughtful book for those who strive for a balance between their self-interests and the best interests of generations to follow.

 Wilson, Pamela: Master Content Marketing: A Simple Strategy to Cure the Blank Page Blues and Attract a Profitable Audience

wilson-master-content-marketing

Pamela Wilson’s Master Content Marketing is the perfect content marketing/writing crossover book. There’s no book quite like it. In style and message, it complements existing content marketing and writing books. It’s perfect for content marketers who are passionate about cultivating their writing skills.

Pamela’s Master Content Marketing: A Simple Strategy to Cure the Blank Page Blues and Attract a Profitable Audience is the newest addition of my top-shelf writing and content marketing books. It joins content marketing favorites like Ann Handley’s Everybody Writes: Your Go-To Guide to Creating Ridiculously Good Content, Anne Janzer’s The Writer’s Process: Getting Your Brain in Gear (see below), and Stephen King’s On Writing: 10th Anniversary Edition, a Memoir of the Craft.

Master Content Marketing is part story, part workbook, and part resource guide. The story part is Pamela’s transition from a graphic designer and marketing consultant in 2010 to her current position managing Rainmaker Digital’s respected Copyblogger editorial team.

  • Section 1, Setting Yourself Up for Content Marketing Success, emphasizes efficiency, setting up a comfortable writing environment, and choosing a limited number of blog post categories.
  • Section 2, The “Lazy” (Efficient) Approach to Content Creation introduces her seven-part formula for content creation.
  • Section 3, Taking Your Content to the Next Level, focuses on building the habits of consistent action.
  • Section 4, Appendices, adds over 30 pages of resources.

Writing and content creation

Search Amazon.com for “writing books,” and you’ll find 526,389 titles. However, a high percentage is focused on fiction, personal expression, and narrow topics like book proposals, historical novels, or self-publishing. The following, however, focus on writing for content marketing success.

Ann, Jessica: Humanize Your Brand: How to Create Content that Connects with Your Customers

ann-jessica-humanize-your-brand

In Humanize Your Brand, Jessica Ann, a Content Marketing Institute contributor, shows how to use mindful awareness to create content that will resonate with your market. It’s a slim, easy-to-read book filled with insights and practical tips.

Humanize Your Brain contains 25 chapters. Each focuses on a single idea or insight, introduced by a quotation or a one-sentence summary. The chapters are short, but fully develop the idea from both an attitude and implementation approach. Here are a couple of my favorite quotes:

“When you write from your core, you become more human. You rise to the next level of social media – the place where serendipity, exploration, and expansion collide. You start getting real.”

“Make your blog the truest expression of you. When you summon the strength to define yourself, you stand out and stay strong in your beliefs. This shines a light on your perspective so that you can attract the right types of humans who appreciate your insights.”

Jessica Ann was one of the first to introduce the concepts of fast media and slow media. Chapter 16 describes fast media and the bad habits it encourages. The next chapter shares tips for a better approach, based on slow media and a long-term perspective.


When you write from your core, you become more human says @itsjessicann via @rogercparker.
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Clark, Roy Peter: The Art of X-Ray Reading: How the Secrets of 25 Great Works of Literature Will Improve Your Writing

clark-roy-peter-art-of-x-ray-reading

I was pleasantly surprised by Roy Peter Clark’s The Art of X-Ray Reading. I originally didn’t expect it to have much relevance to writing for content marketers. I was wrong!

This is an amazing book, a study in reader engagement, and an inspiring collection of techniques that can add an extra level of engagement to your nonfiction writing. I picked it up one evening, and finished it the next day. Each chapter begins with a timeless sentence, paragraph, or technique and analyzes the author’s deliberate choice of words.

The Art of X-Ray Reading will be even more important in 2017, as growing competition continues to raise the standards of content excellence. Where style once played second fiddle to search engine optimization, now increased recognition of the power of story means content marketers must create content with memorable paragraphs, words, and phrases, that “sound” great when read. Every content marketer can benefit from the lessons that literature teaches.

Edwards, Ray: How to Write Copy that Sells: The Step-by-Step System for More Sales, to More Customers, More Often

edwards-ray-how-to-write-copy-that-sells

During 2016, it has become increasingly obvious that it’s not enough to create great content, you also have to become skilled at promoting your content. Great content by itself can accomplish great things. However, when coupled with appropriate promotion, even the greatest content can accomplish a lot more.


It’s not enough to create great #content, you also have to become skilled at promoting it says @rogercparker.
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Successful content promotion requires cultivating the skills of direct-marketing copywriters. Direct-marketing techniques can spell the difference in whether your headlines are ignored or read, and whether readers continue reading your message from title to the final call for action. Direct-marketing skills also increase the likelihood that your emails will be opened and acted upon.

How to Write Copy that Sells is a concise, task-oriented guide to direct-marketing tactics. It shares examples, ideas, and tips that address topics like:

  • How to Sell Without Being “Saley”
  • How to Write Headlines that Grab Readers by the Eyeballs and Suck Them Into Your Message
  • How to Write Bullet Points that Virtually Force Your Prospects to Buy
  • The Triad that Sells More: Irresistible Offers, Risk Reversal, and Powerful Closes

The 12 chapters are subdivided into sections that illustrate different approaches. There are numerous tried-and-proven examples that you can use as thought-starters. How to Write Copy that Sells is an especially appropriate book for entrepreneurs and self-employed professionals who write their own copy.

Janzer, Anne. The Writer’s Process: Getting Your Brain in Gear

anne-janzer-writers-process

Do you know content marketers or authors who suffer from writer’s block? Anne Janzer’s The Writer’s Process is a book written especially for them … and for every other writer who delays starting new projects. It shows how to write with your brain instead of against your brain.

Anne is an accomplished Silicon Valley technical copywriter fascinated by the latest neuroscientific research. She obviously invested a lot of time researching the field, but the Writer’s Process doesn’t read that way. It reads the way Anne talks – more like a Starbucks conversation with a friend than a compendium of research into how the brain processes information and creates new connections.

Anne’s book is also an example of storytelling at its best. It shares her experiences and the lessons she learned last year writing her first book, Subscription Marketing: Strategies for Nurturing Customers in a World of Churn.

The Writer’s Process is organized into three parts; each contains several short, focused chapters. The introduction sets the stage, emphasizing the limitations of conventional approaches to writing productivity.

  • Part 1: The Inner Gears, introduces the Scribe and the Muse, the roles the brain plays that either help or inhibit the key tasks writing involves: attention, flow, creativity, self-discipline, and procrastination.
  • Part 2: The Process, Start to Finish, describes her writing recipe, the different stages a book goes through, from research to publication. She describes the steps to ensure continuity without feeling trapped in a never-ending struggle. I especially like the pause points she recommends, like “Let the Ideas Incubate” and “Let the Draft Rest” before revising it.
  • Part 3: Writers in the World addresses real-world issues that writer’s face, including handling emotional hot-button topics like finding time, working through writer’s block, and taking negative feedback in stride.

Pressfield, Steven. Nobody Wants to Read Your Sh*T: Why That Is and What You Can Do About It

If Steven Pressfield’s name sounds familiar, it’s because Seth Godin referred to this prolific novelist and screenwriter’s book, The War of Art as: “The most important book you’ve probably never heard of.” That sentence was the sun that brought Steven’s book to international fame.

The War of Art popularized the intense internal battle, The Resistance, like procrastination, that creators face when designing or writing. Seth popularized and built on The War of Art, introducing the concept of the “reptillian mind” that resists change, in particular the stress involved with important projects.

Nobody Wants to Read Your Sh*t is Steven’s follow-up book. It’s a series of reflections on the ups and downs of his career, his battles against The Resistance, and his latest thoughts about The War of Art. It’s perfect for reading in short doses. It consists of short chapters, often one page.

Don’t judge it by its shocker title. The second time I read it, I marveled at how skillfully Steven returns to the title in the final chapters, creating a message relevant for writers in general, and content marketers in particular.

Marketing and branding

The books in this section address specialized topics that play a major role in content marketing success, but aren’t usually thought of as “content” books. These topics include psychology (i.e., developing customer empathy), branding, customer service, graphic design, and public speaking. There’s also a new addition: getting through to ideal prospects – those who have the ability to catapult your business or cause to the next level.

Anderson, Chris: Ted Talks: The Official TED Guide to Public Speaking

anderson-ted-talks

Do you know people who have stories to tell, but aren’t confident about their ability to share it in person, on stage, or behind a podium? Or perhaps your favorite person loves watching the thousands of TED Talks and TEDx accessible online.

TED Talks provides a behind-the-scenes look at the training and preparation that goes into a TED Talk. Anyone who wants to improve their public-speaking skills will benefit from this book, regardless of the job description.

The story shares the author’s involvement with the TED Talks, from the first one he viewed from the audience, to his present role as curator of the TED Talks. Chris’ story provides the framework for sharing the planning and training process TED speakers go through before their 17 minutes on stage. It shares the stories behind many of the most popular TED Talks, highlighting best practices as well as mistakes to avoid. It provides practical suggestions for choosing a topic, building a speech, choosing the right visuals, and rehearsing.

My favorite chapter is Chapter 11, Scripting: To Memorize or Not to Memorize. It compares the pros and cons of the two main approaches to giving a TED Talk: memorization versus scripting, and how to choose the better option for you.

Baer, Jay: Hug Your Haters: How to Embrace Complaints and Keep Your Customers

baer-hug-your-haters

Much as I enjoyed and continue to recommend Jay Baer’s YouTility: Why Smart Marketing is About Help, Not Hype, I’m even more passionate about Hug Your Haters. It’s the perfect book for the entrepreneur or manager who can profit from a refresher course in customer service. It’s also a great gift for content marketers and chief content officers who are looking for career growth beyond content creation, curation, and promotion.

Jay begins by discussing how the internet and social media have changed everything:

It’s not just that today’s consumers are likely to have explored your products and services online long before they contact you … It’s that today’s dissatisified customers are more likely to complain online, using social media, than they are to call or email the business.


Dissatisfied customers are more likely to complain online than call or email the business says @jaybaer.
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This is especially true if they don’t receive a prompt response to their first complaint. Jay describes the dangers of ignoring complaints and not taking action immediately. But he goes further. He emphasizes the importance of tracking complaints and – more importantly – not making the frequently encountered mistake of solving the dissatisfied customer’s problem without taking action to reduce the possibility of it recurring.

Hug Your Haters was one of the first books to make the connection between social media and customer service, a trend that will become even more crucial in the years to come.

Gallo, Carmine: The Storyteller’s Secret: From TED Speakers to Business Legends, Why Some Ideas Catch On and Others Don’t

gallo-the-storytellers-secret

Carmine Gallo’s The Storyteller’s Secret is an excellent companion to Christopher Alexander’s TED Talks. The two books complement each other.

Because of their content orientation, both books could have appeared in the category of writing and content creation. Both books contain ideas and tips applicable to a broad range of content marketing projects.

The books differ in the way their authors organized and presented their content:

  • Christopher organizes the chapters in TED Talks in a rough chronological order, tracing the steps and tasks involved in moving from the audience to the stage. The book’s point of view is from an insider reflecting the high and low points witnessed during the last 10 years.
  • Carmine, on the other hand, builds each chapter around a single idea or principle, tracing how various speakers have employed that principle in their presentations. His perspective is that of an executive speaking coach. His book focuses on the presenter’s goals and the results of the presentation.

The Storyteller’s Secret contains 37 short chapters, organized in five parts. Each chapter focuses on a specific, actionable idea or tactic. The chapters are clustered into the five principles that TED speakers frequently use to develop their talks:

  • Part I: Storytellers Who Ignite Our Inner Fire
  • Part II: Storytellers Who Educate
  • Part III: Storytellers Who Simplify
  • Part IV: Storytellers Who Motivate
  • Part V: Storytellers Who Launch Movements

Each chapter contains quotes and recollections from the speakers used to illustrate the chapter’s key idea. Each chapter ends with a one-paragraph Storyteller’s Secret summary. Following the conclusion, Carmine includes a two-part Storyteller’s toolkit summarizing the key idea of each chapter and the speakers referenced. There’s also a seven-page Storyteller’s checklist that you can use to determine the best ways to tell your own story.

Heinecke, Stu: How to Get a Meeting with Anyone: The Untapped Selling Power of Contact Marketing

heinecke-get-meeting-anyone

This might be the most important book on this list, if you’re buying for a freelancer, sales manager, or the individual in charge of business development for a content marketing agency or design firm. It offers a time-proven process for B2B businesses that want to sell more to corporations, sales managers, and self-employed professionals.

Author Stu Heinecke is a Wall Street Journal cartoonist, but that’s just one of his skills. His drawing ability is matched by his copywriting and direct-marketing savvy. He’s developed a system to get through to CEOs and other C-level executives using a system he calls contact marketing.

He defines contact marketing as:

The discipline of using micro-focused campaigns to break through to specific people of strategic importance, often against impossible odds, to produce a critical sale, partnership, or connection.

In How to Get Through to Anyone, Stu describes how a well-managed contact marketing program can achieve the holy grail of marketing – 100% response rates and return on investments in excess of 6,000%! For his efforts, he was nominated for the Direct Marketing Hall of Fame.

Contact marketing is based on a fundamental human emotion, but can be implemented at different levels, depending on available resources and the potential rewards. The process involves:

  • Identifying the top 100 individuals who can, overnight, change the future of your business with their order or referral
  • Researching their interests and passions
  • Creating the right incentive
  • Nurturing the gatekeepers, making them your allies
  • Scripting your initial phone call
  • Following up with gatekeepers and – of course – your desired contact

Jay Conrad Levinson wrote the foreword for Stu’s book: “This book can not only enable anybody to rise to the level of reaching CEOs and other VIPs, but also belong in their midst.”

Raven, Fiona & Collett, Glenna: Book Design Made Simple: A Step-by-Step Guide to Designing and Typesetting Your Own Book Using Adobe InDesign

fiona-raven-glenna-collett-book-design-made-simple

As Joe Pulizzi frequently reminds us, there’s still a major role for print in a content marketing world. E-books and white papers immediately come to mind. Book Design Made Simple is a perfect gift for any graphic designer preparing print publications using Adobe InDesign (the leading layout software).

It’s also an excellent choice for chief content officers to give staff designers who use InDesign for e-books and white papers. It’s a gift that both shows appreciation for their efforts – while inspiring them to greater productivity.

What sets Book Design Made Simple apart is its unique combination of publication design fundamentals and detailed InDesign tutorial. There are lots of general graphic design books, lots of publication design books, and lots of InDesign tutorials and guides. But, until now, there hasn’t been a single volume that perfectly addresses the needs of graphic professionals who want to take full advantage of InDesign’s ability to produce better-looking, easier-to-read books as efficiently as possible. It contains over 400 pages of design tips, InDesign commands, and features.

Scott, David Meerman: The New Rules of Sales and Service: How to Use Agile Selling, Real-time Customer Engagement, Big Data, Content, and Storytelling to Grow Your Business (revised edition)

new-rules-of-sales-service-david-meerman-scott

In many ways, I consider The New Rules of Sales and Service David Meerman Scott’s best book. All his books – including the now-classic New Rules of Marketing & PR – are filled with helpful, relevant ideas, and lessons. His New Rules of Marketing & PR, now in its fifth edition, helps define modern marketing. It’s an international bestseller, with over 350,000 copies sold in 25 languages.

However, David’s voice and passion emerge with more power and resonance in The New Rules of Sales and Service. He writes from the heart, and pulls no punches, as he describes his experiences as a consumer who has experienced both the highs and lows of sales and service. His genuine enthusiasm as he describes the perfect fusion of online and in-person sales and service he experienced on his recent Antarctic expedition is balanced by the frustration he encountered with appliance dealers and other everyday situations.

The New Rules of Sales and Service is a bridge-builder for entrepreneurs and sales professionals in your life who are looking for ways to profit from content marketing by becoming more internet-savvy and aware of the changes in buying habits. Chapter 6, Agile, Real-Time Social Sales, introduces the latest advances as well as trends just being noticed like live streaming and predictive analytics.

Tomal, Rafael: Ultimate Web Site Design Book: A Complete Guide to Designing Simple and Beautiful Websites from Initial Ideas to the Final Photoshop Project Files

tomal-rafael-essential-web-design-handbook

“Ultimate” is often an empty, self-involved term. However, it’s OK when Rafael Tomal uses it in the title of his tell-all website design book. The Ultimate Web Site Design Book stands apart from the other online design books I’ve read. I consider it a “celebration and guide to minimalist online design.”

If you’ve recently visited the Copyblogger or Rainmaker Platform sites, you’re already familiar with Rafael’s work: He designed the sites which reflect his minimal, distraction-free approach.

The Ultimate Web Site Design Book is not a book in the traditional sense, however. It’s a 208-page PDF best viewed onscreen, preferably on a designer’s large, color-corrected monitor. It’s only available directly from the author’s website. It does more than share the building blocks of color, layout, and typography. It describes a recommended workflow that begins with decisions, goals, simple sketches, wireframes, and page mockups.

The Ultimate Web Site Design Book is an ideal gift for Photoshop-savvy chief content officers, graphic designers, and web programmers. It’s also appropriate for business owners who want an example book to show their agency and creative directors who want to inspire their designers.

Creative ideas and business inspiration

The books in this section address creativity, productivity, thought leadership, and visual thinking from a deeper perspective. They’re appropriate for leadership-oriented business owners and C-level corporate executives. They’re strategic, rather than tactical.

Bhargava, Rohit: Non-Obvious 2017: How to Think Different, Curate Ideas & Predict The Future

barghava-nonobvious-2017

Amazon.com lists over 2,900 thought-leadership books, but Non-Obvious 2017 is uniquely qualified to help business owners, content marketers, and corporate executives who want to become thought leaders in their field.

Non-obvious is a study in transparency. Rohit Bhargava starts by explaining why most predictions fail to materialize. He then explains, in detail, how he locates and curates emerging trends, then publishes his predictions for the upcoming year. He’s been publishing his annual reports since 2011 to a growing international audience.

Originally published as a PDF report, Non-Obvious 2017 is the third year for a print version. Non-Obvious 2017 contains 21 chapters, organized into four parts:

  • Part I: The Art of Curating Trends – The three chapters begin by explaining why most expert predictions fail to materialize and are followed by a description of a curation process based on the four essential personalities of trend curators, and Rohit’s “haystack” method of ongoing curation. I especially appreciate his advice for developing a memorable and resonant name for each prediction.
  • Part II: The 2017 Non-Obvious Trend Report – Each year’s predictions contain 15 trends, narrowed to three in each category: culture and consumer behavior; marketing and social media; media and education; technology and design; and economics and entrepreneurship.
  • Part III: The Trend Action Guide – Topics include using workshops to apply trend insights to your career, cause, or business, and the seven best trend resources to bookmark.
  • Part IV: Previous Trend Report Summaries (2011 to 2016). This section is an example of Rohit’s transparency. It includes the key predictions of the past five years, accompanied by a concise but revealing longevity rating that grades the accuracy each of his predictions. It’s easy to share your successes, but it takes courage to admit when you’ve been wrong.

Like Andy Crestodina’s Content Chemistry, Non-Obvious is an excellent example of series marketing, based on updating books on a yearly basis. Each year’s edition is an improvement on the previous one. Not only will the recipient of your Non-Obvious 2017 profit from Rohit’s methodology and predictions, but the book presents an excellent publishing model for business owners and content marketers to follow.

Duarte, Nancy and Sanchez, Patti: Illuminate: Ignite Change Through Speeches, Stories, Ceremonies, and Symbols

duarte-and-sanchez-illuminate

Until now, I’ve thought of Nancy Duarte, and her design firm, Duarte Design, in terms of presentations and her TED Talk, The Secret Structure of Great Talks, which has been viewed over 950,000 times. I also associate her with her beautiful books like Slide*Ology: The Art and Science of Creating Great Presentations, Resonate:Present Visual Stories that Transform Audiences, and her concise HBR Guide to Persuasive Presentations. (Harvard Business Review Guides).

So I was initially skeptical when I saw the subtitle of her latest book, Illuminate: Ignite Change Through Speeches, Stories, Ceremonies, and Symbols, co-authored with Patti Sanchez, a long-time associate. I feared a business book rather than an inspiring-image book. But that was before I started to read Illuminate at bedtime one night … and found myself still reading at dawn!

Illuminate is story of the challenges that Nancy faced – and continues to face – as she, once again, reinvents Duarte Design, the largest communications company in Silicon Valley. She uses her story to describe the disruption, pain, and uncertainty associated with corporate change.

Illuminate introduced me to a new verbal and visual vocabulary, such as the innovation life cycle, how transformation impacts travelers, and the six-step venture scope display of the transformation process. I was fascinated by her three-act rites of passage structure, the need to create “transformative moments along the way” for employees, and how she created those moments at Duarte Design.

Her story, the torchbearer’s tool kit she used, and other how-to advice is augmented with interviews and profiles of CEOs who have successfully reinvented their firms, like Lou Gerstner did at IBM, or how employees sparked reinvention at DeMoulas’s family-owned chain of supermarkets.

Illuminate is a highly relevant book for career-oriented chief content officers and CEOs who must replace today’s silos (like marketing, sales, and customer service) with a unified customer-centric approach. As such, Illuminate is a logical gift for content marketers to accompany titles like Jay Baer’s Hug Your Haters and David Meerman Scott’s New Rules of Sales & Service. It’s also a great complement to Robert Rose and Carla Johnson’s Experiences: The 7th Era of Marketing (below).

Glei, Jocelyn K: Unsubscribe: How to Kill Email Anxiety, Avoid Distractions, and Get Real Work Done

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If conversations with your co-workers, friends, and loved ones reveal their frustration with the time they spend responding from their filled email inboxes, they’ll love you for the gift of Unsubscribe. Jocelyn Glei is a creativity and productivity mentor who writes like a poet. She’s been a driving force with 99U, which empowers the international creativity community through blog, conferences, and publications.

I discovered Jocelyn through her association with Scott Belsky, author of Making Ideas Happen: Overcoming the Obstacles between Vision and Reality, which I featured in my first roundup of productivity books for content marketing success. I featured her first book, Manage Your Day-to-Day: Build Your Routine, Find Your Focus, & Sharpen Your Creative Mind, in my first holiday books roundup, 12 Content Marketing Books to Add to Your Holiday Gift List.

Given the universal presence, and shared love-hate relationship most authors, business owners, and content marketers have with email, Unsubscribe is one of the few books published in 2016 that you can give with confidence, knowing that it’s a thrill to read. Unsubscribe is filled with practical suggestions for controlling your email – instead of letting your email control you.

Gray, Dave: Liminal Thinking: Create the Change You Want by Changing the Way You Think

gray-liminal-thinking

Do you know someone who is their own worst enemy, trapped by their limiting beliefs? You probably do; most people are, and so are most organizations. Liminal Thinking is a provocative book about the brain by Dave Gray. He is a leading visual thinker and changemaker who uses simple drawings as a tool for achieving clarity and a catalyst for change. I discovered Dave through his first co-authored book, Gamestorming: a Playbook for Innovators, Rulebreakers, and Changemakers.

Liminal Thinking is a way to create change by understanding, shaping, and reframing beliefs. In many ways, it’s a partner to the four productivity books published in 2016 that I described in How to Train Your Brain for Content Marketing Greatness.

Liminal Thinking succeeds where other books stumble because its simple drawings are understandable at a glance and build on each other to simplify complex ideas. Liminal Thinking describes the origins of beliefs, the power that beliefs have over our behavior, and how beliefs limit our ability to achieve our full potential. How others react to our behavior creates new beliefs (which Dave calls the Doom Loop).

Is this a psychology book? To call Liminal Thinking a psychology book is a disservice; the word “psychology” doesn’t appear in it, and there’s absolutely no jargon or clinical language. Liminal Thinking works because the drawings build on each other the way the ideas build on each other.

 Roam, Dan: Draw to Win: A Crash Course on How to Lead, Sell, and Innovate with Your Visual Mind

roam-draw-to-win

I’ve been a Dan Roam fan since the publication of his breakthrough book, The Back of the Napkin: Solving Problems and Selling Ideas with Pictures. Since then, he’s written several books about the “irresistible power of a hand-drawn image.” His books and videos show how “everyone can draw,” contrary to the negativity expressed by most people who don’t consider themselves “artists.”

In many ways, Draw to Win is Dan’s most satisfying book. I can’t think of anyone who wouldn’t enjoy reading it or couldn’t profit from it. Draw to Win is a 10-chapter distillation of his discoveries, shared in words and images:

  • Draw Like Your Life Depends on It
  • Whoever Draws the Best Picture Wins
  • First Draw a Circle, Then Give It a Name
  • Lead with the Eye and the Mind will Follow
  • Start with the Who
  • To Lead, Draw Your Destination
  • To Sell, Draw Together
  • To Innovate, Draw the World Upside Down
  • To Train, Draw the Story
  • When in Doubt, Draw it Out

Process and productivity

The books in this section address creativity, productivity, thought leadership, and visual-thinking issues from a deeper perspective. They’re strategic, rather than tactical. These books are written from a higher perspective by specialists for business owners, corporate executives, content markers, and thought leaders looking to inspire and implement major change.

Alhlou, Feras, Asif, Shiraz, and Fettman, Eric: Google Analytics Breakthrough: From Zero to Business Impact

alhlou-feras-google-analytics-breakthrough

At the end of a recent content marketing event, Andy Crestodina, author of Content Chemistry, (see above), recommended Google Analytics Breakthrough as the book that influenced him the most. That’s high praise coming from one of the most research-oriented content marketers who, during 2016, has convincingly repositioned SEO from an “after you write” task to a “before you write” research project.

Google Analytics Breakthrough is not a book for everyone. It’s an in-depth textbook of advanced best practices. It’s a great career-building gift for content marketers familiar with SEO, but hungry for the latest best practices. As such, it’s also an appropriate gift for CEOs to present to their chief marketing officers or for chief marketing officers to give to their SEO managers in appreciation for past performance. (It’s also a subtle incentive for improved SEO impact on their business during 2017.)

Among the things that set this apart from other SEO books is its depth (over 500 pages), it’s broad perspective based on input from numerous SEO researchers, and its continuing focus on Google Analytics as a tool of return on investment by taking full advantage of its power. It’s better than a textbook, however, because of its notes, key takeaways, and specific actions and exercises.

Pil, Patrick van der, Lokitz, Justin, and Solomon, Lisa Kay: Design a Better Business: New Tools, Skills, and Mindset for Strategy and Innovation

design-a-better-business

Design a Better Business approaches change from yet another visual thinking perspective: a portfolio of 24 downloadable visual-thinking templates that can improve your problem-solving ability and help you make better decisions. If your friends or loved ones are successful content marketing consultants, agency owners, entrepreneurs, or C-level executives interested in facilitating group problem-solving, they’re certain to like this book. This is also an ideal choice for designers who are looking for an example of contemporary design thinking and information architecture.

Design a Better Business is based on 20 Canvases, or planning templates, and a seven-step Double-Loop process. Each Canvas is devoted to a single task, such as the Team Charter Canvas, the Five Bold Steps Vision Canvas, the Cover Story Vision Canvas, and the Business Model Canvas, etc.

The Canvases provide a working area for planning, sharing ideas, evaluating, and simplifying. Sticky notes, which can be easily rearranged, are used to indicate key goals, obstacles, or resources.

The seven-step Double-Loop process involves:

  1. Prepare
  2. Point of view
  3. Understand
  4. Ideate
  5. Prototype
  6. Validate
  7. Scale

Together the tools and process create a replicable process for projects ranging from writing a book to creating a content marketing plan or reinventing an existing business or career.

One of the most interesting aspects of Design a Better Business is that the book itself shows the principles of visual thinking at work. The last section, “The Making of a Book in 100 Days,” is a six-page annotated timeline based on the author’s Double-Loop methodology and worksheets between Day 1, January 1, 2016, and publication 100 days later. The section concludes with the following words:

Designing anything, including a book, is not a linear process. Not only in terms of iterations, pivots, and finding the right direction, but also in terms of planning and progress … The progress is exponential; the first chapter took a whole month. The second chapter went together twice as fast, and in the home stretch, we rebuilt the entire book in a week. In the beginning, we used a lot of time to decide and explore. In the end, the blueprint was totally clear. Knowing that, we could plan the design process to finish exactly on time.

Segall, Ken: Think Simple: How Smart Leaders Defeat Complexity

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This is the ideal book for chief content officers, C-level executives, and forward-thinking entrepreneurs who are looking for out-of-the-box solutions to their creative problems. Think Simple is a follow-up to the author’s first book, Insanely Simple: The Obsession that Drives Apple’s Success, which was based on observations gained from his 12 years as the creative director for Steve Job’s advertising, first with NeXT and then with Apple.

Think Simple looks beyond Apple and Steve Jobs. It describes Ken’s search for other companies focused on replacing complexity with simplicity. Ken chronicles the experiences of others who have successfully simplified. He identifies and interviews over 40 “heroes of simplicity” that put simplicity to work in a wide range of industries, large and small firms, established and up-and-coming. He finds remarkable similarities in the interviews.

Think Simple would be an appropriate gift for not only corporate managers and chief content officers who aspire to greater responsibility, but also for entrepreneurs and owners of small businesses who are looking for ways to grow their businesses using simplicity tips.

Old favorites

One of the problems involved in focusing this year’s roundup on books published during 2016 is that, by necessity, it excludes important books that were published earlier but haven’t appeared in any of my roundups. I’m referring to books like these, which also deserve your attention as appropriate gifts for content marketers.

Benson, Jim, Barry, Julianne DeMaria: Personal Kanban: Mapping Work | Navigating Life

personal-kanban

Are any of your co-workers, friends, or family members looking for a fresh approach to productivity, one that doesn’t add work to an already overworked and overwhelmed life? Personal Kanban is one of the few productivity books that is visual, doesn’t require software, and places equal emphasis on a holistic view of work and life. The process can be implemented using index cards, sticky notes, or white boards. It’s a three-step process that reduces your workload and simplifies planning your days.

Brenner, Michael and Bedor, Liz: The Content Formula: Calculate the ROI of Content Marketing & Never Waste Money Again

the-content-formula

The premise is simple: The solution to the budget crunch many content marketers complain about doesn’t involve increasing the budget, but increasing your content’s return on investment by identifying your best-performing content and focusing more attention on it. The Content Formula is, basically, a combination of a book and workbook. It contains simple formulas that can be easily adapted to identify your top performers deserving more attention and decreasing the amount spent on low-performing topics.

Davis, Andrew: Brandscaping: Unleasing the Power of Partnerships

brandscaping

Somehow, I overlooked this content marketing classic that has attained evergreen status on a content marketer’s must-read list. I read it for the first time this summer and found it a rewarding experience. The idea is so simple, but the results can be so long-lasting.

Dweck, Carol: Mindset: The New Psychology of Success

mindset-fulfill-our-potential

This would be an appropriate gift for a co-worker, employee, friend, or family member who frequently expresses negativity, i.e., “If only I…,” “I wish I hadn’t,” or “I can’t…” As I described in my review of four recently published productivity books, How to Train Your Brain for Content Marketing Greatness, Carol’s book was the first to popularize the Mindset concept, taking it out of the research labs and describing it in a format so concise and readable that over a million copies have been sold around the world.

Heinz, Matt: Full Funnel Marketing: How to Embrace Revenue Responsibility, Increase Marketing’s Responsibility on Pipeline Growth and Closed Deals

full-funnel-marketing

This satisfying book reviews the essentials of content marketing from a B2B, account-based perspective, but also shares numerous time-saving hacks and tips. In many ways, it’s the ideal combination of philosophy and practical tips from one of America’s leading content marketing resources.

Natoli, Joe: Think First: My No-Nonsense Approach to Creating Successful Products, Memorable User Experiences + Very Happy Customers

think-first-natoli

Joe Natoli’s Think First is an ideal introduction to the field of UX or user experience. It’s the ideal gift for the entrepreneur or content marketer looking for an easy-to-master framework for better decision-making and increased effectiveness. Consider it the gateway drug to visual thinking. Joe shows how to break out of your transaction mentality and view your online presence, your products, and your services from the user’s perspective.

Pulizzi, Joe: Content Inc.: How Entrepreneurs Use Content to Build Massive Audiences and Create Radically Successful Businesses

content-inc-pulizzi

This is another must-read for content marketers. Although I read it when it first appeared last year, I’ve recently been rereading it with great interest. Note: A recorded version is now available from Amazon.

Rose, Robert and Johnson, Carla: Experiences: The 7th Era of Marketing

experiences-7th-era-marketing

Although published late last year, this remains a motivating read. It predicted that, increasingly, chief content officers should look to the future and increasing their influence by breaking down the barriers between marketing and customer service.

Afterthoughts and my challenge

Thank you for reading this far. Please let me know if you have suggestions for other content marketing-related gift books published during 2016 that I should have included. I welcome your comments below.

In addition, if you have already purchased (or gifted) one of the above books, I’d like to know if the book lived up to your – or the recipient’s – expectations. What were your takeaways from the book?

When I compiled my list, I viewed the books as individual titles, representing the best thinking in different categories, i.e., content marketing, corporate change, design, psychology, speaking, and writing.

Now, however, I feel that there is a common theme or thread (Nancy Duarte and Patti Sanchez call it a “throughline”) running through many of the books.

Do you agree? Is there a connection? What is it? Share your ideas in the comments.

Give a book and add another gift too – admission to Content Marketing University in 2017. Sign up before December 31.

Cover image by Joseph Kalinowski/Content Marketing Institute

The post Holiday Gift Guide: The Most Significant Content Marketing Books Published During 2016 appeared first on Content Marketing Institute.

25 Nov 16:37

Top B2B Sales Questions, Answered: Aiming for the Bull’s-Eye

by Tukan Das

Think back to the last sale you thought you had, but ended up slipping through your fingers. Why did it go stale? A lot of time, salespeople have great pitches, understand pain points, and can talk about their virtues of their product to no end – but they still miss the mark. And this is often due to a simple mismatch between your product and your audience.

In this post, the second in our four-part Q&A sales question series, we will explore one of the most critical elements to making a sale: Targeting the right prospects.

Question #1: How do I know that I’m reaching the right prospects for my product?

This question is a common one, and a matter of qualifying leads with confidence. You need to be able to be certain that the prospects you’re engaging with are interested in your product, otherwise you will waste valuable time and effort trying to make a sale when a sale would never have been made in the first place.

One great method for qualifying leads uses the three levels outlined by Inflexion Point.

  1. Organization level: is the prospect organization a company you want to do business with? Does the prospect organization match your company’s buyer personas?
  2. Opportunity level: Does the prospect actually have a need for your product or service? Are they likely to want to make a purchase down the line?
  3. Stakeholder level: Is your point of contact actually in a position to make a purchase decision?

By qualifying (or disqualifying) leads based on the levels above, you may shrink your pipeline, but those that remain will be of higher quality, and worth your energy.

Question #2: How do I prioritize leads once they’re in the pipeline?

Too many sales reps are prioritizing wrong – they give attention to leads in the order in which they enter their pipeline. First come, first pursued. But that strategy ignores the reams of data at your fingertips, and the possibility of truly optimizing your pipeline.

Leads should be prioritized based on the level of interest they have in your product or service, as well as their fit with your buyer persona, to get the most out of your sales efforts. That means that leads that come in via inbound mechanisms, like signing up for your newsletter or downloading content, should be contacted first. Since they have taken a direct action to engage with your company, the sooner you follow up, the more likely they will be to take a second action. And leads that more closely match your ideal buyer – especially if that lead is in a position to make a decision – should take priority over leads that aren’t an obvious fit.

Question #3: How do I ask for a referral?

Timing and etiquette are everything when it comes to asking for sales referrals. The worst thing you could do is ask for a referral right after closing a deal – they haven’t, really, worked with your product, and they probably won’t be comfortable singing your praise to their peers just yet.

Instead, wait until after you’ve delivered your product, and they’ve had some time to get to know its ins and outs. Show them how great you are at delivering on your promise, and they will be happy to spread the word.

When asking for a referral, be direct and remind them why you’re so great. HubSpot has some sample conversations and email templates that you can use with satisfied customers.

24 Nov 18:26

Attitude Issues That Keep Your Sales Team From Winning Deals

by Dan Sincavage

In sales, success beings with the right attitude.

Developing and maintaining a positive outlook toward earning new business for your team is the key to hitting goals and team targets. It may sound oversimplified but it’s true. Top performers are those who expect that they will deliver top results. Because of this mindset, their actions are geared towards producing stellar numbers. Simply put, salespeople who carry a positive attitude are those who experience success.

That said, the attitude of a sales team is tantamount to the results they produce, to their contribution to the company’s bottom line, and their ability to continue developing relationships with the right prospects.

Getting the right attitude to continue winning deals is not an easy feat. In a high-stress environment, there are many pressures. Getting the right attitude as a salesperson–and as a whole sales team–takes serious work.

Here are three weaknesses your team has to watch out for.

Entertaining mental noise

Mental noise is that constant negative chatter that never stops. Eventually, it convinces the “sufferer” that the negative thoughts are facts. This inner conversation is highly counterproductive and can kill the drive of even the most motivated salespeople.

It’s typical for sales professionals to not only believe their mental noise but to believe that “what is will always be”. If you’re stuck subscribed to your mental noise, you think that the way you do things is the only way to do things. You fail to question the effectivity of certain practices and productiveness of certain ways of thinking just because they are so embedded in the way you operate.

If you let your mind convince you that negative thoughts are factual and that the way you currently do things is the best way, you will never improve your practice. You will be stuck in your current way of doing things–therefore stuck with your current results.

Deciding for the prospect

Too many salespeople fail because they think they know how the buyer is thinking. This is often the result of applying their own way of deciding on purchases to that of the customer they’re selling to. An example of this is a salesperson selling a subscription-based software thinking that a customer would definitely not buy without a trial first. This salesperson often unnecessarily lengthens the sales cycle, costing the team both time and money.

This weakness is amateurish and shows a salesperson’s inability to read and comprehend a prospect’s clues and buying signals. This skill takes practice. It starts with doing deep research on each prospect, understanding their needs, and tailoring all conversations so you add value to a prospect while not dropping your goal which is to close the deal.

Fixation on getting on a prospect’s good side

Everyone wants approval. For salespeople, this need for affirmation and favor can wreak havoc on their sales goals.

It’s true that sales prospects need to trust a rep before they would ever buy, but too many salespeople make the mistake of getting fixated on getting a prospect’s approval more so than they are focused on getting a prospect’s business.

If you’re a sales rep focused on getting liked by a prospect, it’s so easy to lose sight of the real goal: getting them as your customer. This leads to really bad decisions like unnecessarily lengthening sales cycles, inability to detect buying cues, and failing to bring up crucial conversations like those around budget and business challenges.

Remember that your bond with a prospect should always be primarily geared toward benefiting your business and theirs.

Being aware of these weaknesses and mistakes gives your sales team the chance to make the necessary changes so you can all perform better.

In the same vein, it is also important to continue fostering positive behavioral practices in sales teams. Here are three crucial mindsets salespeople need to espouse in order to stay successful.

Believe in the power of the mind

While it may sound like voodoo, it’s been proven time and again that positive thinking reinforces productive action. Believing that deals are closed before really helps salespeople talk to prospects like business partners and not like people they need to desperately convince. Considering a deal closed helps sales pros take steps that actually make the sales happen.

Trust your ability to sell

People assume sales reps to be among the most confident of people. This may be true to some extent, but self-doubt is something that plagues many sales teams.

As with any type of work that involves direct communication, confidence is key. That said, ensuring that you continue to boost confidence in yourself and your team is of utmost importance in sales.

You can only convince others if you are convinced yourself. If you doubt that you can sell or doubt that your product can deliver what you say it does, forget about closing sales.

You need to believe in your ability to sell and your product’s ability to help customers. Of course, it all begins with developing your skills and understanding your product inside and out.

Acknowledge your achievements and strengths

Salespeople face challenge after challenge each day, making it difficult to see achievements for what they really are. It’s so easy to get bogged down by obstacles like difficulty to set appointments, a long sales cycle that didn’t end favorably, or a prospect won out by competition.

However, the cutthroat environment in sales makes celebrating strengths and achievements all the more crucial. This enforces a positive outlook not only in salespeople as individuals but as a team. Managers must make sure to usher the recognition by highlighting both small and big milestones, as well as activity-based metrics, to keep teams driven.

Embracing and keeping the right attitude is absolutely crucial for any sales team. To boost team productivity, watch out for the weaknesses mentioned above, and at the same time, encourage a more positive outlook to reinforce positive actions.

24 Nov 18:24

Are you ready for your car to monitor your health and check your ID?

by Bruce Brown

Wearable biometric scanners developed for health and wellness, and security sensors like iris and fingerprint scanners will be in one in three cars by 2025. Sensors and scanners will be built-in, brought in, and cloud-enabled.

The post Are you ready for your car to monitor your health and check your ID? appeared first on Digital Trends.

24 Nov 18:24

The hydrogen-powered generator that was almost a home-shopping hit

by Nathan Ingraham
Joy, last year's film about QVC and Home Shopping Network inventor Joy Mangano, may not have been the best collaboration between superstar Jennifer Lawrence and director David O. Russell. But the fact that Mangano inspired a major movie -- as well as...
24 Nov 18:24

Insights from the 2017 B2C Content Marketing Study [Podcast]

by Rachel Parker

What will 2017 hold for B2C content marketers? Let’s look at some key insights from the 2017 B2C Content Marketing Study.

Listen Now:

Welcome to Episode 201 of the Content Marketing Podcast!

If you joined us for last week’s podcast, you’ll recall we celebrated Episode Number 200 of the Content Marketing Podcast by sharing some podcasting lessons learned since my first time behind the mic.

Insights from the 2017 B2C Content Marketing Study [Content Marketing Podcast 201] A few weeks ago, we shared insights from the Content Marketing Institute’s report B2B Content Marketing: 2017 Benchmark, Budgets, and Trends — North America … and today, we turn our attention to their B2C report.

Give today’s episode a listen to hear:

  • What Content Marketing Institute founder Joe Pulizzi had to say about The Content Marketing Coach
  • Our latest News Feed segment:
  • Insights from the fifth annual survey of B2C content marketers by the Content Marketing Institute and MarketingProfs
  • Tip of the Week: Why we can’t get too wrapped up in the whole “B2B vs. B2C” thing

Please remember that this podcast is about you — your questions, your frustrations, your hopes and dreams for your content marketing program. So please take a moment to send me your feedback, questions, or comments.


Content Marketing CoachRemember to snag your copy of The Content Marketing Coach: Everything You Need to Get in the Game … and WIN! — now available on Amazon!

  • Find out how to connect and convert with content marketing.
  • Learn to cut through the clutter with intelligent content that resonates with your specific target audience.
  • Get the secrets for turning followers into customers … and customers into evangelists.
24 Nov 16:02

Dollar dilemma: When does currency hedging make sense?

by Peter Kenter

A victory by Donald Trump in the American presidential election has driven the loonie lower against a buoyant U.S. dollar, adding another wrinkle for investors. It’s a simple reminder that elections, referendums, trade and diverging monetary policies can all fuel currency fluctuations that may have a significant impact on overall returns, particularly for those looking to diversify their portfolios with international holdings.

“There may be windows when it makes sense to hedge foreign exchange risk, such as when the Canadian dollar appears cheap relative to long-run fair value and is likely to strengthen,” says Kurt Reiman, chief investment strategist for BlackRock Canada.

For many Canadians invested in American securities, all eyes are on the relative strength of the loonie against the U.S. dollar. The Canadian dollar fell below US70 cents earlier this year and has since rebounded to around US74 cents, according to Bloomberg. But further gains are getting harder to come by as markets wait for a possible incremental rate hike by the U.S. Federal Reserve as early as December. The Bank of Canada, on the other hand, has signalled no intention to increase rates, instead counting on a boost to the Canadian economy spurred by U.S. growth.

“Right now, the loonie stands out as being moderately cheap versus the U.S. dollar, but the catalysts for an immediate strengthening do not appear to be present,” says Reiman. “On the one hand global reflation and commodities markets are tightening, which has tended to support the Canadian dollar. However, the Fed’s efforts to normalize monetary policy well in advance of the Bank of Canada may continue to pull in the other direction.”

Investors with Europe, Australasia and Far East (EAFE) exposure may also be looking at hedges for other major currencies.

“When looking at EAFE exposure, there may be an argument for hedging given that central banks in Japan, Europe and the U.K. are more accommodative than the Bank of Canada,” says Reiman. “That said, the pound and the euro have been cheap relative to the loonie.”

Investors have plenty of options to express their currency views regarding both EAFE and U.S. currency, including Canadian dollar-hedged exchange-traded funds.

Reiman says Canadian dollar-based investors may need to consider more than just the loonie’s future value when making the decision to hedge their currency exposure. According to BlackRock research, exposure to global equities in their local currencies has resulted in higher volatility — not less — than the same exposure held in Canadian dollars. The reverse is true, however, for a U.S.-dollar-based investor. For them, the volatility of global equities was much less when these stocks were owned in local currency terms rather than in U.S. dollars.

“While global equities are historically more volatile for U.S. dollar investors than in local currency terms, the Canadian dollar’s procyclical nature has provided an almost natural hedge that would fade if foreign currency exposure had been hedged,” says Reiman.

iShares ETFs are managed by BlackRock Asset Management Canada Limited. Commissions, trailing commissions, management fees and expenses all may be associated with investing in iShares ETFs. Please read the relevant prospectus before investing. The funds are not guaranteed, their values change frequently and past performance may not be repeated. Tax, investment and all other decisions should be made, as appropriate, only with guidance from a qualified professional.

This material is not intended to be relied upon as a forecast, research or investment advice, and is not a recommendation, offer or solicitation to buy or sell any securities or to adopt any investment strategy. The opinions expressed are as of the date indicated and may change as subsequent conditions vary. The information and opinions contained in this post are derived from proprietary and nonproprietary sources deemed by BlackRock to be reliable, are not necessarily all-inclusive and are not guaranteed as to accuracy. As such, no warranty of accuracy or reliability is given and no responsibility arising in any other way for errors and omissions (including responsibility to any person by reason of negligence) is accepted by BlackRock, its officers, employees or agents. This post may contain “forward-looking” information that is not purely historical in nature. Such information may include, among other things, projections and forecasts. There is no guarantee that any forecasts made will come to pass. Reliance upon information in this post is at the sole discretion of the reader.

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This story was created by Content Works, Postmedia’s commercial content division, on behalf of iShares by BlackRock.

24 Nov 16:02

Almost half of Canadian homeowners unprepared for emergency, says survey

by CB Staff

TORONTO – An emergency fund is meant to be there in times of need, but a new survey suggests nearly half of Canadian homeowners would be ill prepared for a personal financial dilemma such as job loss.

The poll released Thursday by Manulife Bank found that 24 per cent of those surveyed don’t know how much is in their emergency fund, 14 per cent admit to not putting away any funds and nine per cent only have access to $1,000 or less.

The remainder of those surveyed have up to $10,000 saved, with the average amount being $5,000.

Manulife Bank chief executive Rick Lunny says not having three to six months of expenses set aside can lead to desperation if a situation arises where you need to access money right away.

“The risk here is when they don’t have that money, and an unexpected event happens like you need a new furnace or a car repair, many of these people don’t have a choice but to lean on high interest cards,” he said.

Lunny noted that instead of taking advantage of the current low-interest rate environment to save money, the poll suggests that many homeowners are using it to buy more expensive homes.

“They’ve taken on large mortgages and as a result of that, they’re stretched in many ways,” he said. “Because of that, maybe they haven’t had the financial discipline to put aside rainy day money.”

Manulife says among those polled, homeowners had an average of $174,000 in mortgage debt, with an average of 28 per cent of their net income going toward paying off their home each month.

About half (46 per cent) of those polled say they would have difficulty making their monthly mortgage payments in six months or less if their household’s primary income earner lost his or her job.

Sixteen per cent say they would have financial difficulty if interest rates cause their mortgage payments to increase.

Mortgage data has been a hot-button topic in recent months as the federal government takes steps toward reducing the risks in the Canadian housing market, particularly in major cities like Toronto and Vancouver.

Earlier this month, Finance Minister Bill Morneau announced that stress tests will be required for all insured mortgages to ensure that borrowers would still be able to make their mortgage payments if interest rates rise or their financial situations change.

Last year, Ottawa raised the minimum down payment on the portion of a home worth over $500,000 to 10 per cent.

Lunny applauded the changes but says it doesn’t change the financial situation of current homeowners, who may already find it difficult to make mortgage payments.

The poll by Environics Research was conducted online with 2,372 Canadian homeowners from June 28 and July 8 of this year. Survey participants were between the ages of 20 to 69 with household income of $50,000 or more.

The polling industry’s professional body, the Marketing Research and Intelligence Association, says online surveys cannot be assigned a margin of error because they do not randomly sample the population.

Follow @LindaNguyenTO on Twitter.

The post Almost half of Canadian homeowners unprepared for emergency, says survey appeared first on Canadian Business - Your Source For Business News.

24 Nov 16:00

NASA may go back to the moon with Republicans and space-colony-loving Newt Gingrich in power

by Joel Achenbach, Washington Post

NASA has struggled for decades with strategic uncertainty, and there’s nothing like a partisan transition in the White House to discombobulate everyone. There will surely be a new administrator, and new ambitions, and disfavoured programs, with associated budget cuts (Earth Science is a likely target).

Right this minute, though, no one seems to know what’s going to happen with America’s civilian space agency. The chaotic Trump transition operation has yet to send a delegation to NASA headquarters. NASA’s in-house transition team is standing by, and you can imagine that people are getting a bit jittery. There are deadlines to meet. Everything’s in a holding pattern.

In the spirit of promiscuous speculation, we will float this notion: The moon is back!

Neil A. Armstrong / NASA via Associated Press
Neil A. Armstrong / NASA via Associated PressA 1969 file photo of astronaut Edwin E. "Buzz" Aldrin Jr. next to a U.S. flag planted on the moon during the Apollo 11 mission

With Donald Trump as president-elect, moon-colony-loving Newt Gingrich hovering close at hand, and Republicans controlling both houses of Congress, NASA may soon be told to get ready to do what it already did back in the 1960s and ’70s – put people on the moon, this time to stay.

There’s a saying: The moon is a red destination, an asteroid is a blue destination.

“It is very plausible to speculate that the new administration will insert a mission to the lunar surface, probably international in character, as a step on the way to Mars,” John Logsdon, the dean of space policy analysts, told The Washington Post. “Politically, most of the other countries of the world have identified the moon as an interesting destination, and they don’t really have the capabilities to talk about sending people to Mars.”

Handout via AFP / Getty Images
Handout via AFP / Getty ImagesA view of the Earth from a pacecraft's orbit around the moon

If we want to assert international leadership, we would take a position in leading a coalition to return to the moon.” This is a competitive field. Europe, Japan, Russia and China have all expressed interest in crewed missions to the lunar surface sometime in the next two decades.

One of the people mentioned in news reports as a potential NASA administrator is Rep. James Bridenstine, Republican from Oklahoma, who earlier this year drafted legislation he calls the American Space Renaissance Act. He’s called for a return to the moon as part of sweeping reforms at NASA. Bridenstine has also been mentioned as a potential secretary of the Air Force. In a written statement released by his press office, Bridenstine said: “At this point, it is speculation as far as I know.”

Eric Berger at Ars Technica has more on the insider-outsider possibilities for the top NASA job. Keith Cowing at NASAWatch also weighs in with an online game to guess the next NASA chief. Bridenstine would be an outsider, but many Republicans might prefer Scott Pace, a former NASA political appointee under President George W. Bush. Pace succeeded Logsdon as director of George Washington University Space Policy Institute. In a radio interview on the Diane Rehm Show a while back, Pace advocated a return to the moon: “[T]he reason for that is not simply because I have a fondness for lunar science but because I think it could meet an important international objective, which is bringing other countries along with us, particularly emerging space powers, such as India and – I’ll also say it – China, that NASA can and should be a foreign policy tool of the United States. And I think a human return to the moon poses some opportunities for international outreach in ways that asteroid or Mars missions right now cannot.”

Carla Cioffi / NASA via Getty Images
Carla Cioffi / NASA via Getty ImagesNASA's Lunar Atmosphere and Dust Environment Explorer launches aboard the Minotaur V rocket from the Mid-Atlantic Regional Spaceport (MARS) at NASA's Wallops Flight Facility on September 6, 2013 in Wallops Island, Virginia

Some boilerplate background: During the Cold War space race, NASA’s Apollo 11 mission in July 1969 succeeded in putting the first men on the moon. Neil Armstrong, Buzz Aldrin and then 10 more American astronauts left boot prints in lunar regolith across six Apollo missions, the last in 1972. No human being has been beyond low Earth orbit since that final moonshot.

NASA now says it is on a “Journey to Mars,” though this is more of a branding exercise for a suite of loosely connected enterprises than a fully integrated and funded program. The agency is building a new, heavy-lift rocket, called the Space Launch System (SLS), and a new crew capsule, Orion, both of which could be part of a Mars-mission architecture. President Obama in a recent op-ed reiterated NASA’s stated goal of sending humans to Mars in the 2030s. Agency officials envision an orbital mission first. (SpaceX has its own much more ambitious, but not overwhelmingly plausible, plans for a Mars colony.)

Meanwhile, the moon is still right there, and many people find it still attractive as a target for exploration. George W. Bush vowed to go back to the moon, and his administration put together a program, Constellation, that foresaw another moon landing in 2020. Obama killed Constellation, saying been there, done that. Congress, however, kept elements of the Constellation package – that big rocket, that new capsule – and so billions of dollars are being spent on hardware that should be ready for launch in the next couple of years. Where to go?

Yuri Gripas / AFP / Getty Images
Yuri Gripas / AFP / Getty Images The moon rises over the White House in Washington on November 13, 2016

Obama’s team decided that NASA should visit an asteroid in its natural orbit. That proved harder than expected, so the agency shifted gears, saying it would capture an asteroid and haul it back to lunar orbit. The latest plan is to wrench a boulder off a known asteroid. House Republicans hate the Asteroid Redirect Mission (ARM) and have language in an appropriations bill that would prevent NASA from spending any money on such a mission.

Jeff Foust on Spacenews.com reports that NASA officials continue to push for ARM funding as a necessary element of long-term Mars exploration.

However, Casey Dreier of The Planetary Society writes of ARM, “I predict this mission is almost certainly over.”

Here’s the key factoid: Because Congress preserved elements of Constellation, it could be revived under a new administration. NASA has the SLS and the Orion, and to get to the surface of the moon it would just need a lunar lander, maybe paid for, at least partially, by international partners.

Carolyn Kaster / Associated Press
Carolyn Kaster / Associated PressFormer House Speaker Newt Gingrich speaks to the media at Trump Tower, Monday, Nov. 21, 2016

And NASA has already been talking about missions in orbit around the moon in the 2020s. The veterans who run human spaceflight at NASA put themselves in a good position to re-pivot to the moon if that became politically mandated.

NASA headquarters has been preparing for the transition for months, but the Trump team has gone through upheaval, with Chris Christie and his folks ousted. It appears Trump’s NASA transition efforts are being led by Mark Albrecht, who was associated with the first President Bush’s ill-fated Space Exploration Initiative of 1989 (fleets of spaceships, a moon base, Mars, the whole kit and kaboodle, shot down when rumors spread that it would cost a gazillion dollars).

And then there’s Gingrich. He’s made a fortune since leaving elected office and isn’t going to take a pay cut to be in the new administration, but he’s got Trump’s ear and is a stalwart moon guy. Recall that when he ran for president four years ago, and was riding high in the polls in advance of the Florida primary, he used his moment in the spotlight to make a stemwinder of a speech about the need to establish a permanent moon colony and explore the solar system.

He mentioned one of his earliest ideas: That when at least 13,000 people live on the moon, they could petition to have statehood.

24 Nov 16:00

Logbooks kept by Ernest Shackleton, Robert Scott show Antarctic sea ice levels barely changed now

by Sarah Knapton, The Telegraph

Antarctic sea ice has barely changed from where it was 100 years ago, scientists have found after poring over the logbooks of polar explorers such as Robert Scott and Ernest Shackleton.

Experts were concerned that ice cover at the South Pole had declined significantly since the 1950s, in a process driven by man-made climate change.

But new analysis suggests conditions are now virtually identical to when Scott’s Terra Nova and Shackleton’s Endurance sailed to the continent in the early 20th century, indicating that declines are part of a wider, natural cycle.

University of Cambridge/Handout
University of Cambridge/Handout(Left to right) Capt Lawrence (Titus) Oates, Capt Robert Falcon Scott, PO Edgar Evans, and seated (left to right) Lt Henry (Birdie) Bowers, Dr Edward Adrian Wilson are seen at the South Pole in January 1912 in this photograph released by The Scott Polar Research Institute at the University of Cambridge on January 10, 2007. Scott, who's expedition got to the South Pole five-weeks after Amundsen, died before returning home.

Captain Scott died with his team in 1912 after losing to Norwegian Roald Amundsen in the race to the South Pole, while Shackleton’s ship sank in 1915 after becoming trapped by the ice.

“The missions of Scott and Shackleton are remembered in history as heroic failures, yet the data collected by these and other explorers could profoundly change the way we view the ebb and flow of Antarctic sea ice,” said Dr Jonathan Day, who led the study, which is published in The Cryosphere.

“We know sea ice in the Antarctic has increased slightly over the past 30 years, since satellite observations began. Scientists have grappled with this trend in the context of global warming, but these new findings suggest it may not be anything new.

“If ice levels were as low a century ago as estimated in this research, then a similar increase may have occurred between then and the middle of the century, when previous studies suggest ice levels were far higher.”

JOSH LANDIS/AFP/Getty Images
JOSH LANDIS/AFP/Getty ImagesThe sun illuminates the shear face of the massive B-15A iceberg in McMurdo Sound after it broke off the Ross Ice Shelf in Antartica, November 2000.

The study was based on the ice observations recorded in logs from 11 voyages made between 1897 and 1917, including three led by Scott and two by Shackleton. It is the first study to calculate sea ice in the period prior to the 30s and suggests levels in recent decades are just 14 per cent less than at the highest point of the 1900s and 12 per cent more than the lowest.

In the early 1900s, there was an estimated 5.3 to 6.4 million square km of sea ice at the South Pole, according to the explorers’ records. This then increased to the point where the extent of Antarctic sea ice was significantly greater in the 50s, before it began a steep decline and returned to around 5.9 million square km.

The findings show that the climate of Antarctica had fluctuated throughout the 20th century and that sea ice in the South Pole is much less sensitive to the effects of climate change than in the Arctic, which experienced a dramatic decline during the 20th century.

Separate research by the British Antarctic Survey, published in the journal Nature, also shows that the present-day loss of the Pine Island Glacier, which drains into the Amundsen Sea in West Antarctica, has been happening since the mid-20th century and was probably caused by El Nino activity in the Pacific Ocean in the 1940s.

Co-author Prof Bob Bindschadler, of Nasa, said: “A significant implication is that once an ice sheet retreat is set in motion it can continue for decades, even if what started it gets no worse.”

24 Nov 15:51

Why You Shouldn’t Overlook the Value of Volunteer Work on Your Resume

by Amanda Clark

Your resume is often the first impression a potential employer gets of you. Of course, you want it to be professional and reflect your career achievements, your education and training, and your key abilities. But where does volunteer work fit in? Many people overlook volunteering because it’s unpaid and may not be directly related to the type of work you do at your job. However, including your volunteer experience may actually make you more attractive to an employer. Here’s why:

It rounds you out as a person.

Whether you’re advocating for children, protecting the environment, supporting animals, or raising awareness, your volunteer experience helps to bring you alive as a person and show what you value. It demonstrates your commitment to the community and causes that are bigger than you are. Many companies value philanthropy and appreciate employees who set out to make a difference.

It highlights transferable skills and adaptability.

You may be an accountant by day, but when helping out a non-profit, perhaps you’re working in event planning or communications. It shows that you have acquired a range of skills and that you can adjust and jump in where needed. You’re not pigeon-holed into doing one type of work. Even if you’re volunteering in a similar role as your career, you’re putting your skills to use in a different way.

It builds experience and fills in gaps.

Are you a recent graduate, a stay-at-home parent, or someone who has been out of work for a while? Volunteering is a way to stay active, continue learning new skills, network, and add experience to your resume. Unpaid work is still work, and what you’re doing matters. Demonstrating that you can achieve results at a non-profit can show your potential in your next job.

It enables you to network.

You never know when someone you meet volunteering will have connections with a potential employer. They may see that you spent time working with XYZ Organization and remember that a business partner, someone on the leadership team, or a professional colleague worked there too. Now you have something in common and a potential reference. Other volunteers may also be able to help you in your job search or with opportunities to refine your skills.

Volunteering may not seem like a big deal, but it can say a lot about you as a person and a professional. Don’t underestimate the value of the work you have done or its ability to present you in a more positive light. So, before you look at skipping the volunteering section on your resume, consider first what you have accomplished and how it can apply to your future.

24 Nov 15:50

Onboarding The First Member of Your Customer Success Team

by Maranda Dziekonski

Onboarding the first member of your CS team

In my previous article, I covered how to hire your first Customer Success Manager. Now that you have “the one”, how do you get them up and running? Onboarding the first person into a new department can be challenging (almost as challenging as finding them). As someone who has successfully onboarded many individuals into new roles and departments, I am going to share a few tactical actions that really helped along the way.

Before You Begin
As with onboarding a customer, onboarding a new member of your team should have a plan. You want your new team member to know what their day to day will look like, what success looks like, and provide them with a toolkit that’ll take them across the onboarding finish line.

Take stock of what you want to achieve with this new role/department. Ask yourself a few questions about your end goal, and use that as a guiding force to create your overall plan.

Step 1: Success Brain Dump
Every good plan evolves into a great plan by asking the right questions. Questions help you to brainstorm and prioritize what you actually want to achieve in your onboarding agenda. Some of the questions you may ask yourself when onboarding a new hire into Customer Success are:

  • What does success look like in this role?
  • What does my CSM need to know to be able to achieve these expansive goals?
  • Who do they need to have relationships with?
  • When should they start talking to customers?

What does success look like in this role?
The importance of understanding what success should look like before you get started will really help guide what your new hire should learn, where they should focus early on, and who they should be partnering with. It also gives you, the hiring manager, a firm guideline that’ll help you not overload your new hire by attempting to boil the ocean. Most likely, this’ll be the first iteration of many more to come on what success looks like, so don’t get too hung up on the nuances, just get some success goals down!

Some great examples would be:

  • Reduced Customer Churn
  • Increased Customer Engagement
  • Decreasing overall time to value for customers within your product
  • Increased customer upsells/cross sells
  • Increased customer references for Marketing
  • Customers guiding our product with amazing feedback

What does my new CSM need to know to be able to achieve these expansive goals?
Really think through these points and make sure you are accounting for what they need to learn over the next couple of weeks. Remember to always build a strong foundation of knowledge and then pepper in the rest.

A few examples from this question may be:

  • What tools will they use?
  • How will they become experts on your product?
  • How will they understand your current customer base?

Who do they need to have relationships with?
This may in fact be one of the more important things to think through when onboarding your new CSM. They will need strong partners in all areas in order to help drive success for the customer, the company, and themselves. It is your responsibility as a hiring manager to facilitate those relationships and set up the appropriate expectations.

A few departments that will always directly interact with Customer Success are:

  • Sales/ Account Management/ Account Executives — These guys are your mutual partners for a successful customer. From the initial deal to identifying expansion revenue.
  • Product — If Success is doing the job optimally, they will be constantly receiving feedback on your product from those high value customers and need to have a strong advocate to pass this along to.
  • Support — They are your reactive resource, eyes and ears, and constant communicators with the entire customer base. They are an invaluable resource to CSM’s.
  • Marketing — Got Happy Customers? If so, they could be great case studies. Let’s also not underplay the value of nurture campaigns and customer marketing. This group is our go to.

Lastly, when should they start talking to customers?
Never turn your new CSM lose and have them just contact customers. Have a firm strategy and a communication model (high, medium, low touch communication models are always valuable). And never let them contact customers until they have successfully onboarded and have value to add. It’s never okay to reach out to just say “Hi!”.

  • This will be the first thing on your newbies mind, but should be the last thing they should do during onboarding.

Step 2: Create your timeline
How long will onboarding take you? The answer really depends on the individual and their background. Generally, I like to break onboarding out into 3 weeks. Here is an example of what we could cover during this three-week window.

  • Week 1 Theme: Who are you? Who are we? What does it all mean?
    • They should take this week to learn everything from where the coffee is, to becoming experts on the product that they are getting ready to support. Most companies have great onboarding in week one. You can learn about HelloSign’s approach here.
    • Provide them with a detailed schedule so that they know where they will be and what they will be learning every hour.
    • Provide them with the milestones that they will need to be able to achieve at the end of every day or week (example: must be able to independently look up account info). Not only is this a great guide for you, the hiring manager, on their progress, but it’s also a beacon for your new hire on how they are performing overall.

Key takeaway: By the end of week 1, your Customer Success Manager should be able to successfully navigate your product (maybe not at pro status, but definitely have the fundamentals down). They should also have a strong understanding of your values, how to apply those values in their decision-making process, and any other important policies. And most importantly, your new superstar should know what success looks like for them so that every day they have a purpose.

  • Week 2 Theme: Support, Partners, and Product, Oh My!
    • Even though Customer Success should be a proactive group, they do need to know how to be reactive. During week 2 (and week 3), Customer Success should sit with Support. They should answer tickets. This helps them learn how to navigate the tools and find the answers.
    • In addition, this is the week where your new team member will really get to know their partners. They will have a lot of meetings with all of the departments and key players that they will be working with. They should understand what problems these partners are trying to solve, and start to piece together how Customer Success could be integral in the resolution.
    • Be a customer! During week 2, the CSM will benefit heavily from being a super user of your product. This is where they should hone in on becoming an expert on your product.

Key takeaway: By the end of week 2, your Customer Success Manager should be able to navigate and demonstrate your product (pro status should definitely be on the horizon). If your Customer Success Manager cannot be a pro after two weeks, then your tool may in fact be too complex, and you may need to rethink your customer experience. Your Customer Success Manager should also be forging strong partnerships and have an understanding of the key players that they will interact with on a daily basis.

  • Week 3 Theme: Meat, Potatoes, and Ensalada!
    • Very simply put, by the end of this week, your Customer Success Manager should be ready to start reaching out to Customers (healthy ones), but not yet reach out. Remember, have a plan, just don’t reach out to say “Hi!”.
    • They should have a strong understanding of the secret formula that makes a customer healthy (or at least your current iteration of that formula).
    • Also, they should understand what data lies in each system. Remember, we are building out a team from scratch so we are going to want to really dig deep on what our healthy customers are doing, and work hard at having our unhealthy customers adapt those practices.

Key takeaway: By the end of week 3, your Customer Success Manager should have a strong foundation and really be ready to pepper in the more advanced concepts, like data flows, user activities, and how everything works together. Remember, you are really trying to create a “proactive” group rather than “reactive.” Of course human nature makes us want to start reaching out to customers immediately, but in order to reiterate proactivity and get started correctly, make sure onboarding is complete and plans have been forged before reaching out.

Step 3: Double Back to Your Plan and Stress Test It
Here are just a few more things to think through before you consider your team member onboarded.

  • Do you have a customer communication strategy? If you are like a typical SaaS company, you have a TON of customers at various price points. What relationships will your CSM own? What will you automate?
  • What ongoing meetings will your CSM need to partake in? If there is a weekly Sales meeting, make sure your CSM is in it. If there is a product feedback meeting, make sure your CSM is in it.
  • How do you measure customer sentiment? Do you collect customer satisfaction after every interaction with Support? Do you have an NPS program? Figure out early on how your CSM will interact and monitor the happiness of their customers and what piece of the pie they will own.
  • Goals! We touched upon this earlier, but make sure you now cement the goals that you want to achieve in a format that everyone can use.
  • Measure everything. Really, measure everything that can be measured. The first couple of quarters of a new department are going to be your baseline quarters. The following quarters will be your improvement quarters. You first have to have baseline measurements in order to be able to improve.

There is no way for me to capture everything that goes into onboarding a new department/role into your organization in a short article, but hopefully these few tactical tidbits will help get you started. Stay tuned for another post that’ll be coming out soon on how to set up your Customer Success Manager for success in your organization.

24 Nov 15:46

How to Hit Year-End Revenue Goals

by Shelley Cernel

A lot of people look forward to this time of year, with the start of holiday festivities, time with family and friends, and the thrill of upcoming vacations. But for sales, it can be hectic and stressful, with immense pressure to over-perform. Indeed, Q4 is the final chance to hit quota and contribute to the organization’s revenue goals.

These last few months are a crucial time to drive revenue, but don’t worry – it’s not too late to prepare for any last-minute panic. Use these Q4 sales strategies to help hit year-end sales goals.

Understand the Q4 Customer

Buyers behave differently in Q4 than during the rest of the year. Many companies have “use-it-or-lose-it” budget policies, meaning that any money not spent will be forfeited to the company instead of rolling over to the next year, as well as typically a smaller budget the following year. Companies often underspend in the first half of the year to build a “cushion” of money that must now be spent. This year-end urgency motivates prospects to make last-minute purchases, resulting in a 5x increase in expenditure in the final week of the fiscal year versus an average weekly expenditure. Buyers may also be looking to acquire new tools and technologies that will help boost sales success in the new year.

While consumers are under a time crunch and may have a propensity to spend during these last few months, it’s your job to encourage them to spend their money on what you have to sell. If you are not prompt in responding to buyers and are unable to add value, they can and will go to a competitor who is better prepared. So give them the information that will help them make a decision and feel confident that they made the right one. It’s also important to have content that educates your prospects while building trust and reinforcing the need. Consider pieces such as data sheets, testimonials, case studies, product reviews, and ROI business cases. And timely and relevant insights will help the prospect in their decision-making and continue to advance the deal.

Focus on the Customer Experience

As mentioned earlier, your prospects are likely looking to move fast in order to maximize their budget. But that shouldn’t come at the expense of an outstanding purchase experience. Q4 is not the time for hard-sells and being pushy and aggressive in order to close more deals, faster. Despite the pressures to obtain last-minute revenue, do not make the mistake of trying to close a deal before understanding the prospect’s pain points or challenges they are trying to resolve. Prospects are eager to spend, but they need to recognize the match between their needs and your solution. Reps must put in the effort to tailor their sales process to meet those needs, build relationships with prospects, and develop a positive and trusting buying experience.

Further, your prospects are going to be bombarded with sales and marketing messages. If yours lack that ‘wow’ factor or add no value, they are likely to get ignored or lost in the shuffle. A personalized, relevant message will stand out from the crowd. And be sure to respect the prospect’s time by keeping it simple and concise. In as few words as necessary, clearly convey the point of your email, why the prospect should care, and how they should take action.

Prioritize Quality Over Quantity

During this critical time, you are undoubtedly under a time crunch. Focusing on quality rather than quantity is going to be a more effective approach to closing Q4 deals. Prioritize those prospects who are most likely to buy, i.e. prospects who are already at or near the bottom of the funnel. By the end of the year, your prospects know whether they intend to purchase or not – they will either tell you that they have the time and budget to devote to this project or they will tell you that it will have to wait until January.

If you are still looking to fill pipeline, reconnect with past customers and lost opportunities – those people who have already journeyed through a majority of your sales process. Long sales cycles are one of the biggest barriers to sales effectiveness, meaning that any new prospects are unlikely to close in Q4. And of course, don’t forget about cross-selling and up-selling to your existing customers.

Optimize Your Efforts

Conduct an audit of your activities, processes, and efforts throughout the year. Reflect on what worked and what did not. Take a look at key data points such as call rate, win rate, sales cycle length, pipeline conversion rate, and average number of touches until conversion to help you understand which factors will impact your successes, how to deliver the right content at the right time, and what changes will improve your performance. Use those insights to optimize your activities in Q4 in order to make the biggest impact, boost momentum for the end-of-year push, and start the new year strong. That brings us to our next point.

Set Realistic Goals

In Q4, it’s imperative that you have reasonable and obtainable expectations for the rest of the year.

  • Identify the most important milestones and critical tasks you must achieve before the first of the year and then prioritize accordingly. Be realistic – what can you actually accomplish?
  • Develop an action plan with daily and weekly tasks. Going through this motion will help you stay focused and achieve those goals.
  • Clear what you can from your schedule; there’s no need for pointless meetings, changes to the sales process, or launching brand-new initiatives (unless they are related to the holiday season).

Remember – it’s not over until it’s over! Over 80% of business in Q4 can occur during the last two weeks in December. Good luck!

24 Nov 15:42

Do Buyers Care?

by Tibor Shanto

By Tibor Shanto – tibor.shanto@sellbetter.ca 

Last week I posted a piece on LinkedIn, based on discussions at CEB’s Sales & Marketing Thought Leader Roundtable this past August, titled “Why Do We Need Sales?”, Exploring the relationship between marketing and sales, and how it needs to evolve and change with relation to the markets they serve. The response on LinkedIn was positive, with the exception of one person who missed the concept of “metaphor” (you always need one to prove the rule). One response, from Leanne Hoagland-Smith, got me thinking about the issue from a different perspective.

Lee, pointed out that “97.7% of all US businesses having under 20 employees, marketing is truly part of the overall sales process.” That perspective is leads to a different question:

Does all this naval gazing and philosophising about sales and marketing role, contributions, hand-offs, and all the sleepless nights spent pondering the nuanced difference between account based marketing/selling vs. key account selling/marketing.

Picking up from Lee’s comment, it is probably true that a vast majority if not all those 97.7% don’t have the luxury of having two people for the roles, and more likely that the person in charge of sales and marketing is usually wearing a host of other functional hats. I am betting that they don’t set time aside to consider the fine points of the discussion. It is safe to say that that these companies, especially for the 23 million businesses that are “nonemployer businesses”, that they need sales, because without them they’d go bankrupt.

Perhaps the next question should be what do we need sales to do? Why? Because it seems that of the things that prevent sales in small companies, are similar to those things that get in the way in big companies. Sure, there are factors that are unique to big companies, unnecessary complexity created by their own companies vs. the market. You would think then if that barrier was removed, as it is in small companies (unless the owner’s nephew attended a social selling webinar), you would see an improvement in how they sell, but there isn’t. Bringing us back to execution.

The biggest barrier to sales success is not sales people’s inability or willingness to sing Kumbaya with their marketing cousins, it is their inability to execute those things that have to be done to win the deal. Which is an interesting parallel.

You often read about small business owners or entrepreneurs and the actions they are willing to take, often going over and above, to build their businesses and to compete with the big boys, even global players. As you explore it a bit further, what you can conclude is that one of the reasons small businesses succeed, is they don’t waste time worrying about things that don’t contribute, and spend their time doing everything they can to win. The lack of roles, and inability to pass the buck and duck accountability, leaves them with one choice, getting it done.

It would be interesting to get the buyer’s view on this, I suspect they would base their experience on the title on a business card, and more on the quality of the engagement, independent of whether it was sales, marketing, or the garage guard.

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