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15 Nov 18:08

Is Your Server Slowing Sales?

by BusinessVibes

No one likes a slow website. In fact, recent studies show that if a website takes any longer than 4 to 5 seconds to load, the average Internet user will be clicking the back button and looking elsewhere for their answer.

If you are running a business this will generally mean that a prospective customer will be leaving your site and running straight into the arms of one of your rivals, which, naturally, is far from ideal!

Worse still, this kind of reputation sticks. Burn a customer once and it is unlikely that they will return. Multiply this time after time and it quickly becomes a problem that is difficult to fix, so what do you need to do?

It’s all about hosting

Selecting the right hosting package for the size and type of business website that you are operating will go a long way to improving your site speed. Sure, there are plenty of on-page fixes you can do too, such as image optimization and minifying your CSS, but the core of your site’s speed will be down to the type of hosting package that you have.

Smaller sites, such as personal blogs, can get away with a shared hosting package where their site is stored on a web server with a whole host of other similar websites. These hosting packages are ideal for those who want to run a website for fun as they are extremely cost-effective, but many business owners make the mistake of seeing these low prices as being good for their bottom line.

The truth is, however, that making a decision such as this could actually be affecting it. Slow sites put customers off, but shared hosting can also result in downtime too, meaning that even if a customer was willing to persevere they would not be able to access the site anyway. No site equals no sales.

What’s the answer?

Choosing a hosting package that better suit your business will allow you to keep your website up and running at all times, and dramatically increase page load times too. Larger corporations that have the budget and the technical staff in place can opt for their own dedicated server, which will give them a very powerful and flexible way to serve their site to the public.

Smaller companies would be better suited to another option, somewhat of a hybrid between shared and dedicated hosting, commonly referred to as VPS, or virtual private servers to give it its full name. These virtualized servers allow SMEs the opportunity to have the benefits of a dedicated server without the cost or the technical headaches associated with them.

Host1Plus cheap Linux VPS hosting lets these smaller businesses hire part of a server that is theirs to do with as they please. They can run their own operating system if they so wish and maintenance and updates are made easier as they can restart their server whenever they wish, giving them a degree of flexibility too.

Choosing the right hosting package and provider will go a long way to improving your site’s load times. This is good news for your customers, and even better news for you. You will likely see both improved sales figures and better ranking positions in SERPs too, as page speed is a known ranking factor. So, be sure to double-check your hosting package today, it could be the key to success you were looking for.

15 Nov 18:07

Here's a simple explanation for why the retail business is brutal (XRT)

by Myles Udland

snowy deserted empty mall

Retail is a tough business.

This week, the retail sector got hammered, notably Macy's and Nordstrom, which saw shares crash.

Macy's stock fell 14% on Wednesday after reporting disappointing third-quarter results. After the market closed on Thursday, Nordstrom shares were down as much as 16%, as the company's earnings widely missed expectations and its outlook for next year was also lowered.

And on Thursday, Twitter user Modest Proposal — a great Finance Twitter follow for people looking to learn more about how to think about investing, particularly media companies and stocks — explained succinctly why retail is a brutal business.

"Retail has high fixed costs, high working capital intensity, fickle customers, low barriers to entry," they wrote, calling the sector a case study for the worst-possible business.

On Thursday, they added that this is something to remind yourself as an investor any time you think the sector looks "cheap." This means that as, say, a multiple of earnings to share price, the sector looks relatively attractive against other investable opportunities.

But so the original point made neatly breaks down the elements of why retail is a brutal business.

As a traditional brick-and-mortar retailer, your fixed costs are numerous. You've got to have the physical space, inventory, personnel, and supply chain to keep the whole system running.

These costs are also variable over time — namely, all of these things tend to get more expensive. That means you need to keep shoveling profits back into the business to maintain your profit margins or market share. There's your high-working capital intensity.

And as Modest noted, consumers are fickle. One day people want to buy Abercrombie, then next year it's American Apparel, and then the year after that it's something we don't even know about yet.

The American consumer is a powerful force — consumer spending accounts for about two-thirds of GDP — but also a force that is hard to predict and harness.

So in retail, you're basically making a four-sided bet that you can keep your costs low(ish), your inventory fresh, and your (hopefully growing base of) customers happy and stay nimble enough to stave off upstart competitors.

That's a big bet.

SEE ALSO: Nordstrom crashes

Join the conversation about this story »

NOW WATCH: The killer jobs report could mean a rate hike in December

15 Nov 18:06

One Kid Explains: The construction business

by Laura Vitto
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For a little kid, what parents do when they head off to work is usually a great big mystery best left to the adult world.

In this episode of "One Kid Explains," Lillie attempts to explain her dad Ben's job as a construction manager, covering topics that range from sweat to blueprints.

More about Video, Viral Videos, Construction, Cute Kids, and Watercooler
15 Nov 18:05

Mapping Buying Experiences: Creating Growth Through Aligning With Buyer Goals

by Tony Zambito

noun_48127_ccEngaging new buyers and repeat customers are the lifeline to achieving growth. While the context of these fundamental challenges has changed via digital technologies, they nevertheless are constant pressures. Recent surveys of CEOs by IBM, PWC, and KPMG all point to major concerns and priorities in expanding the lifeline to growth.

Creating distinctive and engaging experiences, as part of how people and businesses go about making purchases, is getting more attention today than ever. Causing many to rethink long-standing practices on customer acquisition and customer retention.

In order to learn how to create distinctive buying experiences, businesses are embracing new means and approaches. Including experience mapping, journey mapping, ethnographic research, design thinking, and customer co-design. In consumer-driven marketplaces, some of these approaches have been used successfully to reshape overall customer experiences. While in B2B marketplaces, these approaches may represent first-time efforts brought on by rapid changes in digital technologies and buying behaviors.

Understanding Buyer Interactions Matter

How new buyers and repeat customers are interacting with organizations today is putting many companies on the spot to adapt. Companies can be lulled into a false belief that their customers preferred way of interacting has not changed much. Towing a company line of “our customers have always done it this way” mentality. Missing significant shifts in how buying, in general, is being redefined.

How can companies today map buying experiences and stay on top of shifts in buying trends? Here are important elements based on working with organizations over the past fifteen years who have utilized an experience mapping approach to achieve customer-centered strategies:

  • Get to know your buyer: companies today are beginning to understand the need to go beyond data analytics. Data analytics can yield insights into buying behaviors but lack in context and all-important empathy. Buyer interviews and on-site observations (ethnographic-based) can yield deeper insight into the why context and enable organizations to build empathy with buyers.
  • Focus on path and end goals: typically, buyers are taking a path towards an end goal. Not having insights into these types of goals will mean any experience or journey mapping will lack direction and a compass. Goals serve as the basis for understanding the how and why of the buying experience buyers seek and engage in.
  • Scenario-driven: oftentimes, the concept of journey mapping is mistaken to be a generic overview of a generalized buying process. To deeply understand how buyers behave and engage, organizations will need to adopt a view of experience and journey maps, which depicts one path per one scenario. Taking this further, the one buyer, one end goal, one path, and one scenario framework is an important principle towards making such exercises insightful and actionable. Far too often, experience and journey maps wind up as very complicated and complex maps.
  • Buyer Persona-driven: goal-directed buyer personas contribute to ensuring experience and journey maps are relevant and specific to a group of buyers and that they align well with the relevant goals of a specific buyer group.
  • Emotions are factored into maps: emotions are a significant portion of buying behavior and decisions today in B2B. Throughout experience mapping, emotions, thoughts, and thinking should be incorporated into understanding buyers. For example, one Fortune 100 organization discovered that fear and anxiety were heavily present in the early stages of buying experiences and journeys. Leading the organization to restructure important content towards instilling confidence in goals being reached versus a constant reminder of fear.
  • Identify key interactions: experience and journey mapping can help companies gain insights into which types of interactions buyers’ value. More importantly, also uncover important interactions that may be missing. Another important aspect here is some interactions are more crucial than others and can turn the tide towards buyers proceeding down the path towards an end goal with or without a specific company. Knowing the weight behind certain types of interactions can make a big difference.

In the end, mapping buying experiences allows for a holistic view of an archetypal path that begins with gaining the attention of buyers through the eventual onboarding of new customers. Let us not forget the earlier mention of repeat customers. Many experience and journey mapping efforts are centered on new customer acquisition. The repeat customer journey, in essence, is neglected. The repeat purchase experience, thus, ending up leaving a very sour taste in the mouths of existing customers.

Organizations today can take a similar approach to mapping out the repeat buying experience. Including add-on of newer products and services. The correlation between repeat buying experience and customer retention is strong. Here is one repeat customer viewpoint that stems from a buyer research interview I conducted last year:

“It is astonishing to me that it is so difficult to work with any of these companies on ancillaries you may need after the initial install. I have to make multiple calls, get transferred around, and wait for someone to call me back. And nobody does because the big check has already been cashed!”

Senior Director, IT Infrastructure

(A brief word on formats and layouts. Whether they are linear or circular, the key is to include the important elements and to reduce complexity. Follow the one buyer persona, one scenario, one goal, and one path framework principle. Below is a previous view I have suggested in terms of how to think about the customer journey and how micro-journeys may exist within an overarching customer journey.)

Goal Directed Customer Journey.001

Aligning With Goals

Mapping buying experiences can be an essential means for companies to gain valuable insights into how and why customers pursue goals and value certain types of interactions. The most effective experience and journey maps share common traits of being goal-directed and focused on deep insights into the paths buyers take towards specific end goals.

Producing an archetypal experience and journey map, relevant to buying experiences, can help create shared common views of how to support better customer experiences across multiple functions. This can especially help marketing and sales to be in alignment on interactions with new buyers and repeat customers.

The optimal scenario is when both marketing and sales are not only in alignment with each other, but are also in alignment with the goals of buyers.

15 Nov 18:05

New Battery Charges 10 Times Faster

by Lane Hanson

The team at Huawei, China’s top smartphone maker, has found a way to charge a battery 10 times faster than current tech.

The new battery technology was debuted at an event in Japan on Friday. The lithium-ion battery can charge to 48% of its capacity in just five minutes. That charge time was featured on a 3000 mAh device.

On a smaller 600 mAh capacity battery the company reached 68% charge capacity in just two minutes.

To put that into comparison, the iPhone 6 features an 1810 mAh battery.

“Soon, we will all be able to charge our batteries to full power in the time it takes to grab a coffee!” Huawei said.

To create the new battery Huawei had to find a new way to store and move lithium-ion cells inside a battery.

Huawei said it’s “confident” the discovery will lead to big changes in mobile phones, electric cars, and wearable devices, among other things.

Huawei isn’t the only company working on really cool battery tech, Energous and Nikola Labs have also been trying to find ways to charge batteries over radio waves.

British hydrogen fuel cell maker Intelligent Energy is laying claim to an iPhone 6 battery they say won’t need to be charged fro a full 7 days.

15 Nov 18:04

The Brazilian private-equity titan who bought Kraft, Heinz, and Burger King is behind the $108 billion Bud deal

by Linette Lopez and Lucinda Shen

Jorge Lemann

Jorge Lemann is behind some of America's most iconic consumer brands.

The Brazilian billionaire's investment company 3G Capital has invested in or backed takeovers of Kraft, Heinz, Burger King and Anheuser Busch.

Now, Anheuser Busch InBev –which counts Lemann among its controlling shareholders – has sealed a deal to merge with SABMiller.

The deal puts a huge chunk of the world's beer market in the hands of one company. 

AB Inbev owns Budweiser, Corona, Stella Artois and Becks, among others. SABMiller owns Fosters, Blue Moon, Grolsch and Peroni.

As part of the deal announced today, SABMiller will sell its stake in US joint venture MillerCoors and the global rights to the Miller Brand in a bid to get the deal past anti-trust regulators. 

Combinations of large consumer companies are Lemann's signature: 3G created the world's fifth-largest food company by investing $10 billion into a merger of Kraft and Heinz, and engineered a fast-food giant after buying Burger King in 2010 for $3.3 billion and putting it together with Tim Hortons for another $11.3 billion.

"I think above all you must always be building something," he says in this video interview with Falconi Consultants posted on YouTube last year. "We always want to arrive somewhere, to improve, and we are always trying to get there by making things better around us... these are the things that guide me."

AB InBev itself is a company that took decades, and billions in acquisitions, to build — the largest of which was the $52 billion purchase of Anheuser Busch in 2008. 

The Harvard graduate has gone from journalist to national tennis champion to banker and now billionaire investor with a net worth of over $24 billion, according to Bloomberg. Here's his story:

This is an updated version of a article published earlier this month about Jorge Lemann.

SEE ALSO: See the 33 richest hedge fund managers in America

Lemann was born in Rio de Janeiro, 1939. His father was a Swiss businessman who immigrated to Brazil in the 1920s. His family had been Swiss cheese merchants for over 300 years.

His mother was from a family of cocoa merchants in Bahia, who were more ambitious, Lemann said during the interview with Falconi. That was where he got his drive.

 



At 17, he left Brazil to attend Harvard, earning his bachelor's degree in economics in 1961. At first, he didn't like it there and didn't do well— he loved the beaches of Brazil. But his mother stopped him from leaving Harvard to become a surfer or a tennis player.

 Now he has a great relationship with Harvard, setting up scholarships for Brazilian students.



Harvard even recommended that he take a year-long break from school because he wasn't mature enough. Instead, Lemann finished school in three years by interviewing students, professors, and looking at old tests before choosing a class. He was 20 when he graduated.

Though now, he regrets not taking more advantage of the faculty at Harvard, for example speaking with Henry Kissinger or Paul Samuelson, according to a speech Lemann made to his foundation, Estudar, translated by Forbes.



See the rest of the story at Business Insider
15 Nov 18:02

The 5 most innovative electric bikes in the world

by Cadie Thompson

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From Tesla to a possible Apple car, electric cars are all the rage these days.

But cars aren't the only electric vehicle people around the world are embracing: Increased fuel prices and growing urbanization have spurred the demand for electric bikes, or e-bikes.

Global e-bike sales are expected to grow from 32 million in 2014 to at least 40 million in 2023, according to Navigant Research.

To meet the growing demand, startups — as well as traditional automakers — are rolling out electric bikes as an alternative form of transport.

And many of these new e-bikes also include new innovative features, like the ability to connect to your smartphone via an app.

Here's a look at the five most impressive e-bikes that have been revealed recently.

The Gi FlyBike has its own app, automatic locking, can charge your phone, and can instantly fold in half.

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 The Gi FlyBike features smartphone integration and can fold in one second so that it can easily be taken anywhere and stored without a fuss.

While it can be ridden like a normal bike, it also has an “electric flight assistance” feature, which enables the rider to tap the bike’s electric motor to travel 15 miles per hour with a range of 40 miles with a single charge.

It even has a USB port where users can charge their smartphone with the power the generate by pedaling. 

Pre-orders have ended for now, but should become available again in the coming months. The bike prices around $2,000



The OKO electric bike can travel 25 miles on a single charge.

The OKO is one of the most stylish e-bikes to launch this year. 

The bike, which was designed by the Dutch company Biomega, is about 40 pounds, has an aluminum handlebar, and is made of the same material as Formula 1 race cars. 

While the most e-bikes have their motor located in the back of the bike, the OKO's motor is in the center of the frame, allowing for more the weight to be distributed more evenly. 

The bike is currently available for pre-order and will set you back about $2,300



The Otocycle RacerR features a five level LCD to help monitor battery power and bike performance.

The Barcelona-based bike company Otorcycle launched its RaceR e-bike, which is partly made of recycled material, earlier this year. 

The bike has a larger front light than normal, allowing for improved visibility (and motorbike-like appeal), as well as an LCD screen to show the rider the bikes battery level as well as performance. 

RaceR can travel at 15 miles per hour and travel a little more than 40 miles on a single charge with pedal assistance. 

Otorcycle has not yet released a price.



See the rest of the story at Business Insider
15 Nov 18:02

Meet the family of four who travel the world living out of their van

by Megan Willett

the family's van our open road

Most people wouldn't want their family road trip to last forever, but Adam and Emily Harteau aren't most people.

The couple and their oldest daughter Collette have been on the road in their VW Westfalia van since 2012. In that time they've started a business, visited four different South American countries, and welcomed their second daughter, Sierra.

The family of four live out of the van and blog about their experience on Our Open Road while keeping their fans updated on Facebook and Instagram.

To see what life is like for this adventurous family — who are currently making their way through Chile — keep reading.

Adam and Emily Harteau have been on the road in their van since 2012.

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They started when their eldest daughter Colette was only 20 months old. “She has now spent more time living on the road and in the world than not," Emily told Tech Insider.

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Since then, they've welcomed another daughter, Sierra. "I spent my whole pregnancy with Sierra on the road — I had prenatal care in Peru, Chile, Argentina and Brazil, where she was born," Emily said.

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See the rest of the story at Business Insider
15 Nov 18:02

Awesome tech you can’t buy yet: Biometric bike locks, roll-up solar cells, and more

by Drew Prindle

Check out our roundup of the coolest crowdfunding projects and product announcements that hit the Web this week. You can't buy this stuff yet, but it sure is fun to gawk!

The post Awesome tech you can’t buy yet: Biometric bike locks, roll-up solar cells, and more appeared first on Digital Trends.

15 Nov 18:01

Here's what Warren Buffett said when Tony Robbins asked him how he got so rich

by Kathleen Elkins

tony robbins warren buffett

Everyone has to start somewhere, even the wealthiest, most successful people.

Billionaire Warren Buffett hasn't always been as incredibly rich as he is today. In fact, 99% of his wealth was earned after his 50th birthday.

The investing legend has been slowly building his fortune over the years, and today, the 85-year-old billionaire is one of the richest men in the world, with an estimated net worth of over $60 billion.

How did he come to earn such a mind-blowing amount of money?

Tony Robbins, motivational speaker and author of "Money: Master the Game," decided to ask him.

"I asked Warren Buffett — I said, 'What made you the wealthiest man in the world?'" he tells entrepreneur and business coach Lewis Howes in an episode of his podcast, "The School of Greatness."

"And he smiled at me and said, 'Three things: Living in America for the great opportunities, having good genes so I lived a long time, and compound interest.'"

Buffett has always been an advocate of keeping things simple and focusing on the long term — that's why he recommends low-cost index funds.

One of the keys to Buffett's wealth is simply time: 60-plus years of smart investing has allowed him to reap the benefits of compound interest.

Compound interest is when the interest earned on your investments earns interest itself. It's what causes wealth to rapidly snowball, and in Buffett's case, snowball to billions of dollars.

SEE ALSO: Tony Robbins shares the one thing you should teach your kids about money

Join the conversation about this story »

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15 Nov 18:01

How To Unleash The Power Of Strategic Thinking

by Mitch Joel

Episode #488 of Six Pixels of Separation - The Mirum Podcast is now live and ready for you to listen to.

Strategy. More than any other component in what makes a brand successful, strategy is at the core. What does a good strategist do? How is their work delivered, and then injected into a company? How do companies take that strategy and turn it into a valuable part of their culture. It seems like corporate mysticism. It is not. Great business leaders and thinkers like Peter Klein have the answer. It's not fake. It's a system. It's a way to think about business, the challenges it faces and how to overcome them. He co-authored the book, Think To Win - Unleashing the Power of Strategic Thinking, to show the blueprint. He even brands the book like this: "The entire book is an Executive Summary!" It's an incredible read and Klein's experience as a senior executive manager, corporate officer and high level consulting experience shines through. Tons of key learnings for everyone in this episode. Enjoy the conversation...

You can grab the latest episode of Six Pixels of Separation here (or feel free to subscribe via iTunes): Six Pixels of Separation - The Mirum Podcast #488.

Tags: advertising podcast audio blog blogging brand business book business podcast david usher digital marketing google iTunes j walter thompson jwt marketing podcast mirum mirum agency peter klein pk associates think to win twitter

15 Nov 18:01

Why is the US killing its fintech industry?

by Toby Triebel, Spotcap
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GUEST:

The World Economic Forum recently reported that the fintech industry can close a $2 trillion funding gap for small businesses globally. If given the right conditions, the industry can therefore power entrepreneurship the world over. Yet the United States, home to some of the most generous and talented VCs in the world, is killing this industry. Fintech, which is doing great things to the economies of other countries, such as the UK and Germany, is undermined at every turn in the US.

One-offs happen, like SoFi, which received $1 billion in investment recently. But the US is not playing to any of its strengths and is failing to build a healthy ecosystem for fintech companies more broadly. Here are five key lessons the US can learn from the UK on this front:

1. Good regulation vs. bad regulation

‘Regulation kills innovation!’ The progressive’s war cry might be memorable, but it is deeply misguided. Regulation can kill innovation, but if implemented properly, it can support growth. International law firm Taylor Wessing explains that not only is UK regulation and authorization clear and efficient, it is even open to collaborative reform.

Compare that with the US. There is a highly fragmented regulatory sector, particularly in regards to payment. Not only do regulatory laws differ between states and at the federal level, definitions do. This causes confusion, particularly in the payments sector, with precise licensing information lacking. Licenses vary depending on business type, US state, and which geographical area they serve. And that confusion is compounded by the fact that certain businesses that should qualify for money transmitter licenses actually don’t, such as gambling sites. This confusion will likely lead to large penalties for fintechs later down the line.

2. Simplification

For argument’s sake, let’s say the US and EU are similar entities – both federations made up of smaller constituent states. Now, in the US, the license you obtain in one state to become a money-serving business applies only to that state. To comply with laws of all states and be able to provide your services in the entire country, you will likely need to apply for 47 additional licenses and authorizations. This is clearly an inefficient and fragmented licensing procedure that limits an organization from the outset.

Meanwhile, in Europe a constituent member of the European Union may ‘passport’ the licensing rights obtained in one country to another, meaning they can set up their business in London and work in Berlin, Madrid, Paris and Rome without the need for further licenses. This means a payment-oriented fintech can grow in Europe much quicker than in the US.

3. Government support

The UK government helped form Innovate Finance, a not-for-profit platform for fintechs that acts as an all-purpose lobby for the industry. Prime Minister David Cameron has welcomed the lobby’s manifesto entitled UK Fintech 2020, which aims to make the UK a fintech world leader in the next five years. He even appointed a special envoy — American VC Eileen Burbidge — to the sector to ensure that its phenomenal growth in the country continues. The UK even encourages fintechs to comply with regulation early so they can influence regulation in the future and simplify the sector. The government knows fintechs will boost the economy, and fintechs value government support as it helps create consumer trust.

The US, by contrast, makes things much more complicated. Its political system is more decentralized, and it struggles to support new industries as the number of conflicting parties and lobbies is enormous. There is also general distrust about government involvement in tech affairs due to the recent putsch between Silicon Valley and the NSA. Tech companies snubbed President Obama’s invitation to a cyber-security conference earlier this year, demonstrating that there is much work needed to repair this relationship.

4. Cities

The very geography of the country is against US startups. In the UK, despite London being relatively expensive, the media industry, politics, finance and law all jostle together in the same few miles. Networking and expertise are ready-at-hand, and there is no shortage of opportunity to build alliances and partnerships and to access the expertise you need. The financial area of Canary Wharf is particularly attractive for fintech incubator Number 39, as it provides access to the world’s best financial talent immediately.

Now think of the US: Finance in New York, media in Los Angeles, regulators in Chicago, politics in Washington D.C. While this creates massive advantages for individual cities in certain sectors, it can also lead to decline if the industry changes – like Detroit, for example. While Silicon Valley provides tech and startup expertise, that’s not solely what fintech is about; it requires a more diverse talent ecosystem to survive. London has a similar advantage over other European nations such as Germany, with its tech center in Berlin and its financial center in Frankfurt.

5. Low startup costs

It’s been estimated that fintechs need $2 million and two years to start up in the US – given the number of licenses, audits, and waiting times required to comply with existing legislation. In the UK and the rest of Europe, you need much less money and time. Tech City UK estimates that London-based fintech startups benefit from tax breaks and schemes designed to foster growth, such as the R&D tax scheme, which assists companies that employ fewer than 500 people.

What’s more, in London, a company requires much less time to process licenses, given that the rules are much clearer in the first place. This means you can reasonably expect to go from idea to operation within the space of six months. Now, I know that the US is normally considered the best home for business, but in the UK, you can set up a fintech in a quarter of the time.

What to do?

Everyone knows the US is the friendliest country in the world for budding entrepreneurs. Yet, here it is doing everything it can to ensure an entire industry has the most difficult route to success. Lagging behind European nations in creating hospitable conditions for fintech might not mean much right now, but investment — no matter how stupendous — will not last forever, and the US should be more fleet-footed in supporting the industry. After all, fintech helps small businesses prosper, and these are the lifeblood of any economy.

Toby Triebel is CEO and cofounder of Spotcap, an online lender for small and medium sized businesses. He has 10 years of experience in the finance industry, starting his career at Goldman Sachs, and more recently investing in corporate and bank credit at a leading emerging markets hedge fund. You can follow him on Twitter: @tjtriebel.










15 Nov 17:56

French government vows to push on with Paris climate summit: ‘If not, terrorism wins’

by Reed Landberg and Ewa Krukowska, Bloomberg News

The French government vowed to push on with the United Nations Climate summit in Paris this month and will boost security for the more than 120 world leaders traveling to a city reeling from a deadly terrorist attack.

“It will go ahead with reinforced security measures,” French Foreign Minister Laurent Fabius said in Vienna on Nov. 14, a day after gunmen killed as many as 129 people in Paris. “This is an absolutely necessary step in the battle against climate change and of course it will take place.”

France had already reinstated border controls before the attack, and will increase police deployment for the talks scheduled to take place at the Le Bourget airfield in the north of Paris between Nov. 30 and Dec. 11.

The summit is more important now than ever, Le Point magazine quoted French energy minister Segolene Royale as saying. “If not, terrorism wins,” Royale said.

U.S. President Barack Obama and Chinese counterpart Xi Jinping are among heads of state expected to attend the summit where delegates from more than 190 countries will work on an agreement to set a global framework to combat climate change, including limits on fossil-fuel emissions that will apply for the first time to all nations.

“I don’t see these attacks having any substantial bearing on the substance of the negotiations,” said Alden Meyer, who has followed the climate talks for more than two decades at the Union of Concerned Scientists, a Washington based advocacy group.

There’s no sign delegations plan to scale back their presence in Paris. Hundreds of environmentalists from around the world, as well as business groups, are scheduled to attend the meeting known as “COP21.”

“All my thoughts are with our French friends,”  German Deputy Environment Minister Jochen Flasbarth said on his Twitter account on Nov. 14. “Now we will come with even higher ambitions to COP21.”

In Bonn, the United Nations Framework Convention on Climate Change said it is moving ahead.

“Security is always right at these conferences but understandably it will be even tighter this year,” said Nick Nuttall, a spokesman for the organization.

14 Nov 19:39

GoPro Shares Crash Below IPO Price And It Could Get Worse

by Peter Mondrose

The incredible shrinking share price at GoPro continues to rear its ugly head. On Friday the company’s shares fell below the company’s $24 IPO.

The company peaked at $98 but quickly lost steam as new competitors emerged and questions about sustainability flooded the market.

Based on the company’s new pricing common stock investors and institutional investors are now facing a loss.

“The IPO price is a technical cliff. When stocks break below it, they tend to go down with even more of a thud,” said Kathleen Smith, a principal at Renaissance Capital, which manages IPO-focused ETFs.

The company had been declining for months but new questions over general economic sentiment, fed interest rate increase, and a slowing economy really hit the company hard on Friday.

Since the end of September GoPro shares have lost a mindboggling 64% of their value.

Sales surged 72% in the second quarter but just 43% last quarter and GoPro is now warning sales will actually decline during the critical holiday season.

The company still features a powerful brand that offers more than 3.5 million followers on YouTube. Customer satisfaction among GoPro users is also incredibly high.

Piper Jaffray analyst Erinn Murphy recently downgraded GoPro to an “underperform” rating.

The company’s biggest issue appears to be the lack of new products leading up to the holiday season.

14 Nov 19:38

You Need To Be on Every Social Media Site!

by Robert Nissenbaum

Why You Need To Be On Every Social Media Site

My friends and colleagues will tell you when it comes to marketing and especially social media, I’m not one to play by the rules – at least those arbitrary ones which tell you what times you should be posting, how often to post, how long your content should be and where you should be posting it.

Why You Need To Be On Every Social Media SiteWhen it comes to getting your social media presence started or built out, the first challenge is determining what sites you should be using. The typical response from most experts is ‘be where your audience is.’ It makes sense. Most will ultimately advise you be on one or two sites where your customer is active and engaged. Why waste your time and money (assuming you’re paying for ads or a social media manager) on Facebook if your typical client spends the majority of their time on LinkedIn? That, however, is a very narrow-minded approach.

My personal recommendation falls well outside the norm of almost every other thought leader or expert you’ll encounter will tell you:

You need to be on every social media site.

The first time I brought this up when speaking to a group of small business owners and solopreneurs their response is probably the same as yours right now: Are you #%^*&^% kidding me? I don’t have the time as it is to post on just one site and you’re telling me to be on six or seven of them?

Before you think I’m completely off my rocker, there is a big difference between being ON every social media site and being ACTIVE on every site.

So why be on all of them if you’re not active?

The Single Network FallacySocial media site useage, 2012 - 2014 by Pew Research

The whole notion of concentrating your efforts on the sites used by those who make up your ideal customers is sound. My concern arises from business owners failing to realize that while their target market may predominantly use one or two social sites, those individuals are more than likely active other sites as well.

A 2014 Pew Research Center study found 24% of online adults were active on two social sites and 16% used three. The oversight of failing to recognize this multi-site usage means potential missed opportunities, both to reach your target market and, more importantly, be in a position to react and respond to them.

I’ll add a footnote here that I am generally referring to the Big 6 social platforms – Facebook, Twitter, Google+, Instagram, Pinterest and LinkedIn.

Missed Opportunities

Aside from the fact that most small business owners fail at social listening and brand monitoring, for those who do, how will you be able to respond to a request for your particular service on Twitter if you’re not there? Social media has become one of the ‘go to’ places to seek advice on who to hire, where to eat, shop or stay. My mom used to pick up the phone and call a friend when she sought a referral. Now we head to Facebook and Twitter. Even if you’re not active, being on a site means having the ability to respond.

How much could one missed opportunity have been worth?

It’s not simply a sales opportunity. One powerful role social plays is it’s ability to set you up as the ‘go to expert’. People ask questions, discuss problems, see advice…..what if you were able to catch and respond to these scenarios, adding your expertise to the conversation? You don’t have to be actively posting every day, just present to engage when the situation arises.

I suspect the cost of a missed opportunity exceeds the cost to properly set up a profile.

Consider this: each profile provides an additional point of contact and links back to your website when setup correctly. Every opportunity to connect with or be contacted by a potential client increases your lead generation opportunities. Having a presence also means the ability to be tagged by others at referral opportunities (more on that below).

It’s Not Just About Your Target Market

You’re using social media to reach your target market, but social’s value goes beyond reaching your customer. It provides an excellent opportunity to network and build relationships with your influencers, potential referral partners and even competitors (think outside the proverbial box and consider the collaborative value).

My focus is on small business owners and solopreneurs. While Twitter isn’t the typical platform they use, it is a great resource for me to find content ideas, learn and collaborate. I am very active on Twitter, but you can just as easily set up a saved search or add that search phrase to your favorite social listening software. There is no need to be actively posting or engaging. Whether you check on the search on your own or catch something you monitor for, you’re in a position to address it.

Brand Reputation Management

People take to social media to get issues resolved. While your customer may not post a request for help on a site you’re not active, they might if they’re banking on some additional exposure to help get their issue resolved. And what about complaints or negative reviews?

Social media is a favorite place for anyone looking to air their grievances about a company (yes, they will post accolades but you know the old adage – a satisfied customer will tell 2 or 3 friends and a dissatisfied one will tell 8-10). Social media amplifies this. How often have you thought to yourself you’re going to post about a negative experience as soon as you get home?

You cannot respond to or address an issue if you don’t have a presence.

I often find it’s how a company handles negative situations, especially in full public view, has a more profound impact on how they are perceived than the initial posted complaint. No business is perfect. Situations do arise. I want to know if I use your service or by your product, if it does, you’ll work to resolve it.

If you are that ‘perfect’ company? Your customers will be your best brand ambassadors. They’ll sign your praises, share your content and in some cases go out of their way to respond to questions, inquiries and even complaints on your behalf. They may not (and quite honestly you hope they don’t) confine their praise only to sites where you have a profile. The added bonus of additional profiles? Tagging significant increases your visibility and ability to be found. It’s far easier to click on a your name and jump to your profile than copy and paste into a Google search to find you.

As for your brand ambassadors? You’d better be aware of their posts and acknowledge them. A simple ‘thank you’ goes a long way. It’s essentially how you’re paying them. If you plan to do more, you still need to know who to show your appreciation.

If someone takes the time to support you, you’d better take the time to thank them.

Aside from opportunities and managing your reputation, having profiles on each social media site has two other benefits worth mentioning:

SEOTactical Social Media social sites in SERPs; The SEO value of social profiles

Social, at least at this writing, is not a direct ranking factor for Google. There is however a significant indirect effect. One of the simplest arguments
for having profiles on the big social sites – URLs. Every profile, in fact every post, creates a new URL. Profile URLs are indexed and do show in search engine page results (SERPs). More URLs means a greater opportunity to be found. If you’re site is poorly optimized for SEO (heck, even if it is) you’re not relying solely on it getting pulled. I’ve even found cases when my social profiles ranked higher than this site!

Having well optimized social profiles just became more important for those using a Wix site much as it was when Google started requiring all sites to be mobile friendly to show in SERPs. Why have all of your eggs in one basket?

What’s In A Name?

Plenty if it’s yours. Maybe the best reason to be active on every social media site, as my friend Bridget Willard of “You, Too, Can Be A Guru” pointed out, is to simply secure your handle or page name. You may have no need for or interest in using Twitter or Facebook now but if you do later, finding your own name is unavailable because a squatter or worse yet, a competitor grabbed it probably won’t sit well.

The Bottom Line

You only need to be active where your customers are but, you need to have a presence on every social media site.

Where do you stand?

Do you have a presence on each social media site? Am I just plain nuts?

14 Nov 19:38

What Do Prospects Owe Sales People?

by Dave Brock

I had a fascinating exchange of emails with a very good sales person. He described a particularly difficult sales situation. It started well, then all of a sudden things fell apart. As he tried to recover or at least understand, there was a series of miscommunications, ending in the customer/prospect saying, “Don’t ever contact me or anyone in my company again.”

The sales person had learned a lot in the process. He recognized that he had made some errors–all unintentional–but he could have handled the situation better. But I was struck by something at the end of the note, it was a simple statement on what the buyer owed the sales person. In this case, he felt the buyer was being unreasonable in letting a miscommunication get in the way, and that sales was owed the opportunity to correct it.

The thought struck me, “What do prospects, or possibly even customers, owe sales people?”

In the case of this sales person, to some degree he was looking for a “reasonable response.” Or perhaps a second chance, or perhaps overlooking some small mis-phrasing the sales person had made in the conversations.

In reality sales people are owed nothing, we have to earn everything we get from a customer or prospect.

We have to be interesting, compelling, insightful, relevant enough in our prospecting to earn the right to interrupt the customer, getting them to listen to us. If we aren’t we aren’t even owed a response–polite or not.

We have to engage the customer in discussions important, relevant, and timely to them to earn their attention interest and investment in time. And we have to do this in every conversation.

We have to create value in each step, making sure that each meeting is the best investment in that customer’s time they can make at the moment.

We have to earn the right to recover from missteps we might make along the way. None of us is perfect, we all make mistakes, but we aren’t automatically owed the customers time to recover from those mistakes.

Ultimately, we have to earn the customer’s business. It is never gifted.

Often, I get sales people upset as the prospect me. They think that I’m not giving them a chance. But if they haven’t prepared, if what they have to say isn’t relevant, timely, or important, I don’t owe them anything. I’m not interested in learning about someone’s products unless I ask them. I’m not interested in explaining that just because I download a white paper, it doesn’t indicate that I’m a prospect for their products—if they did their analysis, it would be obvious.

If they persist, use manipulation or deception, I don’t even owe them civility.

One friend and client has been showing me a stream of, frankly offensive, emails from two sales people who are upset that they get no response. I keep telling my friend he should Spam them because at least one sales person has said, “I intend to keep emailing until you respond.” Neither of the sales people have explained why my friend should respond, they just want to talk to him because his title is EVP of Global Sales and Marketing.

Hank Barnes publishes his #FridayFails on LinkedIn. It focuses on examples of bad prospecting. Each time it features a sales person who feels entitled to take the customer/prospect’s time and is offended when it isn’t granted.

We seem to live in an entitlement world–not just limited to millennials.

But, as sales people, we aren’t owed anything from a customer. At the inception of our relationship, we are interrupting. If we use that time well, if we create value in that initial interaction with the customer, we earn the right to go the next step.

We earn the right to go the next step in each part of the engagement process. We may earn the right to do business with the customer, but we have to continue to earn their business and loyalty through the relationship.

At the same time, each step of the way, we choose to take those steps, we choose to continue to engage the customer, earning our way to their continued business.

14 Nov 19:37

China’s Ecommerce Market in a Nutshell

by Thomas Guillemaud

When it comes to the global ecommerce market, there’s one contender who’s quickly becoming the world’s biggest: China. China’s online market is the biggest in the world with an estimated value of 450 billion USD (2014) which supersedes the US’ 296 billion USD by far according to Juniper Research. Understanding the structure from which it thrives is imperative if we’re to learn anything from its multifaceted success.

Understanding why China ecommerce is so big

We’ve seen Chinese tourists going crazy in shopping malls and department stores, buying designer bags or baby powder milk in bulk. It’s obvious nobody is questioning their purchasing power nor their love for shopping anymore. And since China is such a booming consumer population; most of the big brands – whether it is luxury or consumer goods – are targeting the Chinese consumer with a focused communication strategy, and/or developing specific products (whitening cosmetics for example).

When asking Chinese colleagues in Shanghai what’s their shopping budget for their trip to Paris, I often hear something around 10,000 RMB (around 1,500 USD or 1,300 EUR and yes, that’s only for shopping and does not include travel related expenses). As a comparison: the annual average wage for urban employees in 2014 in China according to China’s National Bureau of Statistics was 56,339 RMB (around 8,800 USD or 7,800 EUR), making this 10,000 RMB budget more than twice the Chinese average monthly salary.

While they allocate a generous budget to shopping abroad, shopping is also kept for within China’s borders, with a large portion transacted online. As mentioned above, China’s online market is the biggest in the world overtaking the US one. Aside from Chinese consumers’ passion for shopping, China benefits from a vast domestic distribution network enabling fast national deliveries and same or next day deliveries for top-tier cities (e.g. Beijing, Shanghai, Guangzhou and Shenzhen). These distribution networks facilitate ecommerce beautifully and help to make online purchasing incredibly common in China.

I’ve been living in China for quite some time now and I still am amazed how almost everything can be delivered to my place or office. In addition to having my groceries delivered, there are plenty of smartphone apps and websites to have my meals delivered including McDonalds. As a simple example: on the “let’s eat healthy today” days, I can have fruits delivered which can be pre-washed and nicely cut for me. I could basically stay indoors and never go out.

Chinese Internet Giants

In the same way that the Western world has its ecommerce giants, so too does China. Where they have eBay, Facebook, Amazon, PayPal and Google; China has Baidu, Alibaba and Tencent collectively known by the acronym BAT. They can’t be compared to the Western companies in ‘like for like’ terms since the difference in technology, platform and capabilities make it too difficult to weigh one against the other equally.

  • Baidu, whose name translates as ‘hundreds of times’ is the Chinese most used Internet search engine. First launched in Beijing in 2000, Baidu includes so much more than Google’s offer like an online music player, an encyclopaedia and their own marketplace.
  • Alibaba is China’s most prolific online retail platform, profiting from a diverse business model. They are known for putting worldwide sellers in direct contact with Chinese producers. Alibaba also owns the China widely used payment gateway Alipay (similar to PayPal) and the Taobao / TMall marketplace duo.
  • Tencent is another of China’s leading online and mobile market forces. Tencent is best known for their advances in social media platforms like QQ (similar to MSN Messenger) and WeChat. Tencent also have their own secure payment system called TenPay.

Baidu, Alibaba and Tencent provide the backbone for China’s own ecommerce market. And since China is so unique in terms of market, they also have their own local online marketplaces.

Market Places

China’s online market leaders are Taobao, TMall and JD. You could loosely compare Taobao to eBay, and JD and TMall to Amazon. And despite product authenticity issues that made headlines in the past, Chinese ecommerce platforms have seen continued business success.

  • Taobao, whose name translates as ‘a site searching for treasure’ was founded by the Alibaba group and offers an ecommerce site not totally unlike eBay. As an exclusively Chinese C2C selling platform, almost anything can be found on Taobao; but since anyone with a valid Chinese ID can open a Taobao shop, it is not uncommon to run into fake products (sometimes quite fun though).

Chinese consumers are surprisingly quite picky when choosing products due to the long history they have dealing with frauds, and this applies also when choosing on which channel they purchase goods. So the success of TMall and JD platforms comes with no surprise, and here’s why:

  • TMall (China’s most popular B2C platform) requires to own licences for the products sold, which is reducing fake products. Only companies can register for a shop on TMall since a business license is required during the registration process. Companies abroad who have not got a foothold in China yet can also create a TMall shop with TMall Global. TMall is also owned by Alibaba, this explains why users can end up on TMall shops when searching products on Taobao, but not the other way around.
  • JD (JingDong) was launched in 2004 and soon expanded to selling a variety of electrical equipment, such as mobile phones and computers. JD is also a B2C platform and companies wanting to open a store on JD need to prove with official documents they own the brand and products, or are at least they need to show they are official distributors.

The case of WeChat

You’ve probably heard of WeChat even if you are abroad. If not, don’t worry, here’s all you need to know: WeChat is a social platform app launched in January 2011 with a simple messenger functionality just like WhatsApp. Quickly, features were added: QR codes scanning (you might think QR codes are dead, well think again as they are pretty well alive in China), personal timeline called “Moments” where friends can like and comments posts, calls and video calls, sticker shops, voice messages, WeChat pay, WeChat money transfers and short videos capture called “Sights”. WeChat has reached this year 600 million monthly active users and is probably the most used app in China.

Let’s take a closer look at this WeChat pay function. WeChat is owned by Tencent so the payment tech behind it is actually TenPay. And to make sure TenPay’s figures go up, WeChat does not allow Alibaba’s babies like Alipay and TMall to be featured on its app. On the other hand, WeChat has increased their partnership with JD (no hard feelings Alibaba). Users can purchase goods online and in-store wherever allowed by merchants, but also pay for taxi rides and pay their utility bills directly from their WeChat wallet. So when I said earlier I could basically stay at my place without going out, well this doesn’t really help me stretching my legs.

WeChat is also interesting for companies thanks to the 3 different accounts available: subscription account, service account and corporate account. Subscription account is the most basic one and is like a channel where users can follow brands’ news. Service account is more advanced and appears on the app like a friend (with each message sent as a pushed notification) and allows brands to have a shop within WeChat referred as WeShop. Corporate account is for companies’ internal use and is more focused on project management and internal communication.

What makes WeChat so unique is its “one format” where users have access to multiple services and features without leaving the app. With WeChat payments and brands have an m-Commerce presence on this app; WeChat definitely plays an important role in the ecommerce scene in China.

What about stand-alone ecommerce?

Although Chinese marketplaces take most of the Chinese ecommerce pie, a stand-alone ecommerce presence is yet incredibly important to have. This allows better control for online-to-offline strategies, new product inventories (vs new products to be approved by the marketplace, which can be a lengthy process) and design flexibility. However, launching a stand alone ecommerce it not without its challenges in China.

Payment gateways:

Something else China like to have different is payment means. While it is widely accepted in Western countries to use credit cards, Chinese consumers use their bank account information (with UnionPay more popular than Visa and MasterCard). Thus maximum security is highly appreciated. Alipay and TenPay offer payment gateway solutions that provide smooth and secure online transactions, directly linked to users’ bank accounts – just like PayPal does.

The preference of Alipay or TenPay over PayPal in China is due to the number of free functions offered to account holders, such as buying bus tickets, topping up mobile credit and paying for products in-store, to name a few.

Hosting and loading speed:

Depending on their target market, businesses need to be selective which web host is best for them. Hosting a European based website while your target market is in China will cause access issues, ranging from lengthy loading times to ultimately poor user experience.

ICP:

The ICP (Internet Content Provider License) was implemented in 2000 and works along with the nation’s ‘great firewall of China’ to enforce China’s protective internet laws. Obtaining an ICP license is mandatory if you want to operate a website within China. Here‘s an article I wrote on this topic.

Magento:

The #1 open source ecommerce platform of Magento accounts for most of the projects my agency works on. At IT Consultis, we’re advocates of Magento (along with one-quarter of ecommerce sites) as it has a free community edition and a very good level of customization. Its numerous benefits include extensive SEO marketing options, easy to use plug-ins, teams of developers ensuring frequent updates, great security and the fact that it’s constantly expanding to keep up with the growing demands of your company. On top of that, it can be plugged with third party systems such a WMS, including Chinese one. Last and most important of all for stand-alone e-Commerce in China: this platform can also be tailored to focus around China thanks to the incorporation of impressive design and tech modules.

I hope to have given you a clear picture of what’s going online in China. When thinking of tackling the Chinese market, companies will need to choose more than one selling channel to make the most of their business endeavours. My biggest recommendation for anyone wanting to penetrate this giant market would be to get the right partner.

header image courtesy of Alex Tass

14 Nov 19:36

Oil settles a squeak above $40 as glut forces biggest weekly loss in 8 months

by Libby George, Reuters

NEW YORK — Oil slumped again on Friday, extending the week’s loss to the largest in eight months, as swelling storage of crude on both land and sea pressured prices.

Brent, the global benchmark for oil, settled down 1 per cent and less than $2 from a new 6-1/2-year low.

U.S. crude fell 2 per cent, barely holding above $40 a barrel.

Both benchmarks lost 8 per cent on the week, the most since mid-March.

Oil prices have fallen in seven of the last eight sessions, with losses accelerating after U.S. government data on Thursday affirmed a seventh weekly rise in U.S. crude inventories that took stockpiles near April’s record highs.

Adding more pressure to prices, data on Friday showed the first rise in the U.S. oil rig count in 11 weeks.

The International Energy Agency (IEA) said there was a record 3 billion barrels of crude and oil products in tanks worldwide.

“The evolving bearish global balances that we alluded to all year are acquiring increased transparency,” said Jim Ritterbusch of Chicago-based oil consultancy Ritterbusch & Associates.

Brent settled down 45 cents at $43.61 a barrel, as the December contract which served as the front-month expired. It lost nearly $4 on the week.

U.S. crude finished down $1.01 at $40.74, losing $3.65 on the week.

The slump extended to oil products as well, with U.S. gasoline futures closing near 10-month lows.
While the downturn was triggered by weak fundamentals across the petroleum complex, oil was also caught in a broader commodities selloff. The Thomson Reuters/Core Commodity CRB Index, a global gauge for the asset class, was near its lowest since 2002.

An estimated oversupply of 0.7 million to 2.5 million barrels per day has pushed crude prices down by almost two-thirds since June 2014.

Tens of millions of barrels are sitting on tankers at sea, looking for buyers.

The IEA said a mild winter could further swell the global glut.

The premium for storing U.S. crude for one year over crude for delivery in December hit record highs on Friday as traders deferred shipments in the hope of getting higher prices later.

The entire strip of futures prices for the next six months has also weakened over the past four weeks.
Options trading has, meanwhile, spiked with a soaring number of options taken to sell crude if prices fall to $40 or even $25.

© Thomson Reuters 2015

14 Nov 19:35

Why SalesTech is coming faster than you think

by Nicolas De Kouchkovsky, CaCube
automation

GUEST:

This November, San Francisco is hosting two major SalesTech events, Sales Hacker Sales Stack Conference and SiriusDecisions Technology Exchange, on the heels of Oracle Open World in October and Dreamforce in September.

To be able to sustain so many events, the SalesTech Industry must be doing well. With more than 350 companies and products, $9.7 billion invested in venture capital, and 27 billion-dollar companies, the data from the Inside Sales Technology Landscape on VB Profiles seems to validate the good health of this industry.

However, at this point, the big question is this: Is SalesTech yet another example of an over-inflated venture capital type bubble? Or is it truly a set of emerging technologies entering sales departments to fulfill real market needs? The answer is critical to executives at vendor organizations and heads of inside sales departments, who have a lot to win or lose depending on how quickly — and how smartly — they make SalesTech decisions. To evaluate how real the demand is for SalesTech, let’s look at its key drivers.

It all starts with productivity

The past 30 years have seen technology transform many functions in the enterprise. It started with Manufacturing and the Supply Chain. It then expanded to Finance and Customer Service, and lately it has penetrated Marketing. Surprisingly, sales organizations were mostly left untouched by these transformations. Enterprises are now expecting sales departments to measure and improve their productivity. They are embracing technology to automate their processes and maximize the time salespeople actually spend selling.

New roles are emerging

This productivity imperative had caused inside selling to blossom. Inside selling refers to any part of the sales process you do remotely. It often happens through the creation of new roles such as Sales Development or Business Development for prospection, qualification, and renewals. These positions are filled by junior, less expensive employees who leverage modern communication to interact with clients from their office desks.

And those roles require technology

Effective inside selling hinges on using a wide range of channels, from telephone and email to live video meetings and social networks. Inside sales professionals have become completely dependent on technology. Besides helping them interact and sharing information with prospects and clients, SalesTech solutions are emerging to fill the gaps of not being in-person with their customers. It is possible to see if and when people open an email, how long they spend on the different pages of a document, or to gauge interests and personalities through social media.

Sales needs to adapt to the new buyer journey

Much has been said about the new buyer journey. Enterprise buyers want to explore options by themselves. The Corporate Executive Board found that 57 percent of these buyers’ journey takes place before they formally engage vendors. Technology can find the digital footprints of potential buyers and feed salespeople insights; it can also help them address much more pointed and sophisticated questions.

Sales has now become a collaborative effort

With inside selling and customer success management, what used to be a one-man or -women show has become a team effort. Multiple people are involved not only on the selling side but also on the buying side, meaning no single sales rep knows everything that matters about the customer. Compound that with the fact that we’re seeing a growing number of stakeholders on the customer side: SiriusDecisions has found that large enterprise purchase decisions require 6 to 10 or more individuals. Sales tech comes to the rescue here by coordinating the numerous interactions between all of these players and enabling collaboration. It is a critical part of the transition in sales from 1:few to many:many.

Tracking cannot be done by hand anymore

The sheer volume of people and interactions involved can no longer be tracked and managed without software. According to SiriusDecisions, a successful purchase takes between 11 and 17 buyer/seller interactions.

Mastery of big data is paramount to success

An incredible volume of data about buyers is being collected on a vendor’s web site, during the multiple interactions of the sales process, or by third party aggregators. Market leaders have turned to big data to gain a deeper understanding of their customers and the context of their project. In addition, software plays a critical role in equipping salespeople with information so that they can maximize the impact of their interactions, in particular the in-person ones.

The bottom line

As executives at vendor organizations assess options for assembling their “sales stacks,” they must address the dual goal of improving productivity and tuning in to the new way of buying and selling. They will, of course, face a natural tension between the need for proven solutions and the need to innovate quickly in order to capture the advantage these technologies provide. They will need to make quick but smart decisions between established vendors and new entrants in a field that’s ripe for disruption.

And this is all happening while the future of the sales role is being threatened by technologies. When I am asked whether salespeople will still exist in the future, I side with the analysts who think that salespeople will still be a critical part of the process, despite the availability of so many powerful solutions. I am convinced that this new order reinforces the role of human salespeople. Their job has gotten harder, and it is making technology a vital part of selling.

Nicolas De Kouchkovsky is an advisor and marketing consultant. As principal of CaCube Consulting, he helps B2B software companies with their go-to-market strategies and marketing execution.










14 Nov 19:35

7 Deadly Sins the Best Professional Services Websites Never Make

by Sylvia Montgomery

Professional services websites often suffer from a number of common problems that hurt a firm’s ability to compete and engage its audiences. Let’s examine some of these problems so that you can begin to improve your own firm’s online presence.

1. Generic Look & Message

The majority of professional services websites don’t do a particularly good job of distinguishing themselves. Most of these websites blend blandly into the online landscape. They use the same tired visuals and vague language as their competitors — contributing to a homogenized and confusing marketplace, one in which buyers struggle to choose between poorly differentiated firms.

The best professional services websites avoid images like these:

stock photo cliches on websites

Clichéd stock photos abound on websites across every industry. This visual noise communicates one thing loud and clear — that your firm lacks the imagination or confidence to be different. Most of these images share another trait, too. I call it “having a bad case of the blues.” For some reason, business stock photos tend to be blue-toned. As a result, many professional services websites have a similar feel, even when the specific subject matter in their images is different.

So next time you revisit your firm’s website design, make an effort to incorporate fresh imagery, colors and design elements into your site. Look at your competitors’ websites not as models to emulate, but as departure points — familiar ground to avoid.

If you look hard enough, you can find images that take a fresher approach. You may want to avoid standard business imagery altogether and take a more conceptual approach with your photography — selecting photos that depict more abstract themes. Or if you want to be more literal in your imagery, consider using illustration instead of photography. And if your site is one of the multitudes that use blue as a dominant color, look for a new color that’s less predictable.

2. Lack of Clarity (and Specialization)

Fuzzy writing infects an astonishing number of professional services websites. These sites speak in general terms about solutions but avoid specifying the problems they solve. Others hide their lack of specificity behind an impenetrable wall of jargon. Today the web has become an important tool clients use to vet possible vendors — if you can’t clearly communicate what you do on your website, you may never get a second chance.

Let me share an example taken from the website of a consulting firm:

[Company Name] is a strategy consulting firm that employs a combination of skills and methodologies to achieve significant bottom-line improvements. We view ourselves as value architects. Our quantitative understanding of the sources and levers of enterprise value enables us to identify for our clients how value can be created and sustained and how competitive advantage can be managed.

What does this company do? Beyond “strategy consulting,” it’s a head scratcher. This is the sort of fuzzy but impressive-sounding language that many firms use to disguise their lack of differentiation.

The prescription? Stand for something: a specific service offering, a vertical you serve best, or a special way you approach your trade. If you need help articulating your position with clarity, hire a skilled marketing copywriter to help you describe your services. In today’s web-centric marketing environment, clarity is one of the best investments you’ll ever make.

3. Out-of-Date Content

Does your website no longer reflect your current service offerings? Are the news headlines on your home page months or years old? You aren’t alone — many firms struggle to keep their web content up to date. But letting your content go stale can do a lot of harm.

Outdated web content can raise damaging questions in the minds of your prospects. “Where’s this firm’s attention to detail?” “Haven’t they done anything newsworthy recently?” “Can’t they afford to update their website?” Clearly, these are questions you don’t want anybody asking about your firm.

If the services described on your site don’t reflect what you offer today, you could be missing many valuable project opportunities. Our research shows that 99 percent of prospective buyers visit a firm’s website at some point during the buying process. Moreover, 80 percent use what they find on a firm’s website to help them decide whether to buy. And you’ll never even know about the many prospects who visit your website and rule you out. It happens more often than you think.

how buyers check out potential professional services providers

Your website is too important to ignore. Anybody who thinks about hiring your firm will make a stop — possibly an extended one — at your website, so you can’t afford to let it languish.

The best professional services websites are updated weekly or daily. Your site should be built on a content management system that makes it easy to add and delete content, as well as make quick corrections and updates. Make it a policy — and a habit — to keep your site accurate and fresh.

4. No Measurement

Web analytics are commonplace today. Most hosting services offer at least a rudimentary package, and several excellent web-based services are available for free, including the ubiquitous Google Analytics. So why do so few professional services firms use these tools as part of their marketing program?

Many professionals don’t realize how easy these tools can be to use — or what a wealth of useful information they provide. Google Analytics, for instance, presents much of its data in a clean, graphical format. You’ll discover how many people are visiting your site on any given day, what pages are most (and least) popular, how many times a PDF is downloaded, and where visitors come from. But that’s only the beginning.

Google analytics

With web analytics you can start to measure the effectiveness of your marketing tactics, discover what web content people actually want to read, and make critical adjustments to your website and your marketing campaigns. At last, you’ll be equipped to back up your marketing choices with hard data and make well-informed decisions that affect your leads, conversions and bottom line.

The best professional services websites are using analytics in sophisticated ways. For instance, they can segment their visitors and uncover how people from each group navigate their site. They can learn what pages or sequence of pages generate more conversions. And based on these insights they can make adjustments to their site structure, design, and messaging to facilitate a visitor’s journey. This produces more leads and higher revenues.

If you aren’t using analytics to gain at least a basic understanding of your web visitors, you are missing a huge opportunity to address the needs of prospect that find you — or vet your firm — on the web.

5. Assuming All Your Traffic Goes Through Your Homepage

Most people think of the path a person takes through a website like a tree, with an entry “trunk” that branches out into a multitude of sub-paths. In fact, that is the way most websites are structured. But it’s not necessarily the way all visitors experience your site. People don’t always follow the same path through the site or even begin in the same place. Many visitors (particularly those coming from search engines) may enter the site through an interior page, and they may jump around in a non-linear fashion.

In fact, on some sites the homepage plays a relatively minor role. At Hinge, for example, 90 percent of our web visitors enter through an interior page — and most of those entries occur on content pages.

When designing your site, it can be helpful to consider these non-linear visitors and their overall experience. This means ensuring that key messages appear on popular entry pages so that people aren’t disoriented when they arrive. You may want to place “offers” on key pages pointing to sections of your website that you believe visitors will find valuable. And “breadcrumbs” — those hierarchical text navigation trails at the top of some web pages — can help people orient themselves within your site structure.

It often makes sense to develop landing pages around marketing campaigns — special pages outside your normal website that speak to a specific audience. Assuming you have a web metrics package available, you will be able to measure response rates to individual marketing efforts. This will give you a foundation on which to build a powerful, metrics-based marketing program.

6. Ignoring SEO

Many professional services firms still don’t appreciate the value of search engine optimization (SEO). To ignore SEO is to turn your back on technology that helps prospects find you.

Even if you don’t generate a lot of business directly from the Internet, prospective customers and recruits need to be able to find you through Google and other search engines. As we described in section 3 above, the vast majority of your prospects will consult your website to help them make buying decisions. If they struggle to find you, your firm could miss valuable business opportunities. Regrettably, many professional services websites fail even at this most basic level.

Modern, standards-compliant websites are built in a way that makes them friendly to search engines — which is a great start. But if you want to make certain that people can find you and pave the way for Internet-based marketing in the future, you need to give serious consideration to keyword research, building your domain authority, and developing content that is crafted with your target audiences in mind. Don’t cede this advantage to your competitors.

7. Poor Accessibility

Accessibility isn’t just about helping a small number of visually impaired people “see” your website content. To a much greater degree, it’s about helping people who have no disabilities at all read the content on your website from a mobile phone or an older web browser. It’s about helping ordinary middle-age business people with imperfect eyesight be able to enlarge text on the screen. And for firms that contract with the government, accessibility is about complying with a set of government standards (Section 508) and demonstrating de facto support of those standards.

There is no excuse for building non-accessible websites today. When you redesign your website, insist on at least a minimal level of accessibility. It’s just good business.

Lead Generating Website Guide

14 Nov 19:34

5 Lessons for B2B Marketers from the B2C Playbook

by Michael Sampson

Ask any B2B marketing team where the bulk of their investments are directed and they will almost always respond with the same answer: New business acquisition through lead generation, and high-quality sales team training. Now, if you were to ask a B2C marketing team the same question, they would say customer retention is their primary goal, while acquisition gets put on the back burner.

Sounds contradictory, but true, right? Let’s break it down. Traditionally, B2B marketers have mainly concerned themselves with branching out their services to as many consumers as possible. Meanwhile, they pay little attention to the post-product inquiries of the customers they have already provided services for.

B2C marketing, however, grounds efforts into retention of existing customers by improving upon the services they offer in hopes of spurring new business from those existing customers. Interestingly, this tactic may be more beneficial in the long run.

 

Recent studies like this one and this one, and this one, have shown that customer retention may be far more essential to profitable growth than customer acquisition. A mere 5% increase in customer retention can lead to a 75% increase in net customer value. Companies that focus on retention grow six times faster than the companies focused on acquisition. These results are supported by the fact that it is substantially cheaper and significantly easier to hold on to a current client rather than impress and acquire a new one. Considering these facts, isn’t it about time B2B began thinking more like B2C?

sunglasses-hand-smartphone-desk

When thinking about B2B marketing, there are few challenges preventing them from focusing more on existing customers. The majority, if not all, of the money in B2B marketing funds is spent on training the sales team and and providing them with tools and resources to acquire new business. However, there is little money being spent on improvements to the user experience, and support for current customers.

Therefore, after spending the money on a lead-generating campaign or idea, there is little to no management or follow-up to support those leads. Most B2B companies will generate a lead and then send an automated email for confirmation, leaving their customer’s satisfaction up in the air. This is a tried and true practice, but in this era of personalization automated messages come off as impersonal, and is inevitably ignored by the client.

Here are 5 ways that these B2B conflicts can be resolved with strategies from the B2C playbook.

1. Appropriation of money: If a portion of the marketing dollars were pulled from the sales team budget and put into developing online engagement, then a company could be generating new leads while also improving the quality of the service they provide their current clients. Something as simple as creating a monthly or quarterly newsletter for the members of your subscriber list that discusses market trends can skyrocket incoming business from past or current customers.

2. Automated email templates: Create several templates for your website’s automated emails. This way, the customers receiving the email will feel like the message was composed directly for them, and improve the chances that they’ll click through to the website.

3. Understand customers: The age of the Internet is the age of the consumer. It is important for businesses to be aware of who their consumers are, what they want and how they want to have the products they needed presented to them.

4. Invite customer feedback: Make it simple for clients to provide feedback to your business. Sending out customer surveys and providing customer feedback contact information on your website can assure that people direct their dissatisfaction at your business (the people who can fix it) rather than their friends… aka the people who will never go to your business because of a bad recommendation. No matter how many leads you generate, word of mouth from your satisfied customers will always be the company’s greatest marketing campaign.

5. Apply feedback to products: Once you seek to understand your customers and ask for their feedback, apply it to your products and services. By reading through the feedback one can find pain points the client is having, where the room for improvement is and then they can think of a specific solution that they can present to the client having struggles. The customer will be elated by having their requests heard and trust will blossom with every service completed because the services will become more customized to their business.

These may seem like minimal changes but that is the point! Remember, a mere 5% increase in customer retention can lead to a 75% increase in net consumer value. Small efforts can make a big difference in customer service. So what are some ways that your company has worked to balance B2B and B2C efforts? Have they been supportive of your business? Share with us in the comments below.

14 Nov 19:34

4 Approaches for Writing Effective Lead Nurture Emails

by Tali Chen

Writing effective lead nurture emails is as much craft as it is art, and as with any craft, the key to doing it better is repeatedly doing it. And again, and again.

There’s a reason why we’re seeing above average email response rates in virtually all our projects, or why it’s not unusual for us to see 35%-40% open rates or 25% click to open rates on our emails. Don’t get us wrong – we’re no geniuses, but during the past five years, we’ve managed to do some good in the field of marketing automation-driven email marketing, and we feel now is a good time to start paying it forward. So we sat down and tried to break down the thought process that has gone into the top performing nurture emails we’ve written for our clients over the years.

We came up with the following four alternative approaches, and it’s important to emphasize that we’ve employed all of them, and each has been effective. Feel free to adopt and adapt them to your own needs.

“Check Out My Record Collection” or the Inventory Led Approach

The Inventory Led Approach to writing a nurture email looks at the process from the pragmatic perspective of leveraging our available content inventory.

Credit: Marco Graces @flickr

It’s basically organizing your (hopefully vinyl) record collection and matching certain music to certain moods and situations, so you can never go wrong – you map your best, most relevant content assets to the task, usually by matching their types to the prospect lifecycle stage (so blog posts and light whitepapers for early stage, case studies and deep dive webinars for advanced stages, etc.).

Then, you line them up in reasonable order, and write brief email messages that each ends with a call to action to consume one of those pieces.

This approach is practical and therein lies its advantage: you use your existing content as a guide, and with good copy, you can meet your objective of promoting self-education among your readers without wasting time on coming up with unique story lines.

For example: for a client that develops security software, we’ve designed and crafted a series of 6 emails that are sent to early stage prospects. First, we’ve catalogued their blog inventory and whitepaper resource library and, consulting their analytics data, picked the best performing content pieces. Then we drafted very brief emails (about 100 words each) where each had a call to action to visit the blog or resource section.

And no, you don’t have to own vinyl records or even be a music lover to successfully implement this approach, although, we highly recommend vinyl records. They simply sound better.

“How You Doin’?” or the Conversation Simulator Approach

Doing a 180 from the previous methodology, we claim that a good nurture email behaves much like part of a conversation would: it flows from a previous action or discussion, and it naturally leads forward. A good nurture email basically tells its reader why they’re receiving the email, just like saying to someone “Remember that thing we were just talking about”? Reminding your recipient their original interest (in case of inbound leads) and telling them you’re following up on it is called Contextualizing.

Big word, but a very important one. Now, to keep on with the tradition of terms and phrases, let’s break down two other key words we’ve mentioned:

Flow – the content should be a natural result or product of the context. For example, if the recipient has originally downloaded a whitepaper, then after mentioning it for context, expand on one of its main points and highlight it.

Leads Onward – The part in a conversation when you’ll say something like, “here’s what’s gonna happen next”, or “you know what, let’s do this”. You can use it as a call to action, but you can also use it to prime the reader for receiving the next email in the series.

Here’s an example of this approach we used for a client that provides specialized kits for mobile app developers. The context was a 30-days trial nurture flow. The entire track was constructed as a series of progressive conversations between a consistent persona and the recipient, offering help, information and case studies to enhance the trial experience. The track showed persistent high engagement rates.

“Let’s Talk Shop” or the Elevator Pitch Approach

This approach is good when the objective of the nurture track is to deliver the main value propositions of your business, without beating around the bush. So, write down your “elevator pitch” in three paragraphs, like so:

  1. The problem(s) your solution is addressing.
  2. Who is it relevant for and why they should care.
  3. What’s unique about it.

Each paragraph then becomes the basis of one email in the flow, and you expand it by adding 2-3 more paragraphs, as necessary, and preferably conclude with a call for direct action like registering to a webinar or scheduling a call with a sales rep. Simply put, you waste no time, and you tell it like it is. It’s a tad aggressive, but it works in certain cases, especially when you want to address a specific demographic or target audience, and this approach fits their profile.

Although it worked for us, you don’t really have to write the nurture emails in the elevator. We just like the peace and quiet in there, especially in tall buildings.

“Trust Me, I’m a Doctor” or the Total Value Approach

If we’ve learned anything in the past five years of sending countless B2B marketing emails, is that people appreciate offers to help, usually in the form of free, valuable information – and they respond to it, with a high response rate. A classic type of such valuable content is a Best Practice Write-Up. Once again, it’s a simple concept:

  1. Isolate a business process that’s integral to your audience’s own business.
  2. Make sure it’s a process your audience will naturally assume you have authority on, or at least be willing to accept it.
  3. Provide a series of steps and tips that promote a good practical way of completing that process.

For example: another one of our clients provides information security products (it’s not the same client as before). We have implemented a drip campaign for new leads, where the first email included links to three useful best practices. The email was plain text, and it saw an average of >30% open rate and 33% click throughs – not because we shared some new and never heard of information, but simply because we gathered and offered required information that the target audience was interested in – and asked for nothing in return.

People love freebies, but remember to include a CTA once in awhile. After all, you’re not trying to compete with Wikipedia or StackOverflow here.

So there you have it, folks – our top four approaches for writing effective nurture emails, and they really work well. We love to focus on the positive, and the “Do’s”, but if you want to read about the “Don’t’s”, check out this good article.

13 Nov 19:43

How DNA and a Supercomputer Can Help Sustain Honey Bee Populations

by Botanical Society of America
To uncover what plants honey bees rely on, researchers from The Ohio State University are using the latest DNA sequencing technology and a supercomputer. They spent months collecting pollen from beehives and have developed a multi-locus metabarcoding approach to identify which plants, and what proportions of each, are present in pollen samples.
13 Nov 19:36

First it was energy, now Valeant and Bombardier are spooking bond investors away from Canada

by Allison McNeely, Bloomberg News

Canada’s bond market has been ravaged by the global commodities rout. So when a drugmaker and an aerospace company join the misery with even bigger losses, investors can’t be blamed for rushing to the exits.

Turmoil with market heavyweights Valeant Pharmaceuticals International Inc. and Bombardier Inc. has helped push Canadian high-yield bonds to their worst performance since 2008. They trail the returns of their Group of 10 industrialized peers this year, with further risks still ahead.

The bulk of the losses stem from a collapse in commodity prices, including crude oil, as China’s growth slows and the world’s second-largest economy shifts from debt-intensive capital spending toward domestic consumption and services. Add to that the trouble at Valeant and Bombardier, as well as a potential housing bubble and an interest-rate hike by the U.S. Federal Reserve, and the economic headwinds just keep coming for Canada.

“This will likely remain a more difficult environment for some time, from both an economic and investment perspective for Canada,” said Eric Lascelles, chief economist at Royal Bank of Canada’s RBC Asset Management unit. “I don’t think we’ve freely and nimbly emerged from this experience just yet.”

The Canadian high-yield market and the Canadian economy are two peas in a pod right now

Investors in Canadian high-yield bonds have lost 3.7 per cent year to date, compared with an average positive return of 2.8 per cent among the Group of 10 industrialized countries, according to the Bank of America Merrill Lynch Global High Yield Index. And although energy companies and miners make up the majority of Canadian issuers, Valeant and Bombardier have caused the most pain for investors.

Valeant, the Laval, Quebec-based drug-maker at the center of a pricing scandal and shareholder battle-of-words featuring billionaire Bill Ackman, has lost 12.6 per cent this year. Bombardier, the Montreal-based plane and train manufacturer that has long stood as a national champion, dropped 12.4 per cent amid ballooning costs from an oft-delayed new jetliner.

“The Canadian high-yield market and the Canadian economy are two peas in a pod right now, in the sense that the Canadian economy is suffering more than most of its G-10 peers as is the high-yield space,” Lascelles said.

Bubbling Up

Signs of a growing bubble in Canadian housing are also weighing on foreign investor sentiment, said Benjamin Tal at CIBC World Markets Inc. Canada Mortgage and Housing Corp. reported in October that there was strong evidence to suggest the housing markets in Toronto and Montreal are overvalued, with a moderate risk of overvaluation in Vancouver, Edmonton and Saskatoon.

“It’s still a major factor impacting the psyche of investors outside Canada,” CIBC’s deputy chief economist said from Toronto. American investors are expecting a correction in housing prices. he said, because they went through one.

And then there’s the Fed. Stronger-than-forecast U.S. jobs numbers have put the prospect of an interest-rate hike in December back on the table, and such a move would weigh on high-yield bonds for the next year if commodity prices don’t improve by 10 per cent to 15 per cent, Tal said.

“In the U.S., there’s the constant fear that Fed will raise, which is a negative,” he said.

Outperform Equities

Richard Kos, a high-yield portfolio manager at Manulife Asset Management Limited, said he is among those exposed to energy and mining issues (he said he’s avoided Bombardier for three to five years). Still, there remain opportunities for high-yield investors in non-commodity names, especially in financials and food, he said.

“Throughout the many crises there have been over the last 20 years, high yield has always emerged — not unscathed, but it has shown itself to be a good source of total return,” he said. High-yield bonds have outperformed equities this year and are still a good source of diversification and yield in a low-rate environment, Kos said.

Ultimately, Canada’s reliance on its energy industry ties it to global markets and puts it at the mercy of Chinese demand, said CIBC’s Tal.

“We are a small, open economy, and we are linked to the commodity market,” he said. “When China is slowing down, that’s clearly a factor that impacts Canada much more than it impacts the U.S.”

Bloomberg.com

13 Nov 19:35

Email Courses 101: How to Use Autoresponders to Write an Email Course

by Kristen Dunleavy

This is the second post in our series about the many ways you can use Campaigns, AWeber’s new email automation platform, to deliver AWesome content to your subscribers. Check out last week’s post about welcome campaigns. Stay tuned for next week’s post about linking campaigns!

I believe that one of the greatest little pleasures in life is coming home and finding a package addressed to me on my doorstep. It never fails – even if I ordered something as pedestrian as socks, I still get excited.

When your subscribers see your emails in their inbox, you want them to be as excited as I am when I get my socks in the mail. One way to do that is with an email course.

With an email course, your subscribers look forward to seeing your messages. Whether you’re teaching a new skill or explaining how to use your services, you’re delivering helpful tips and information that enlightens your subscribers. (I have yet to meet an enlightening pair of socks.)

Why send an email course?

We already know that automated emails get serious engagement – 100% more than email newsletters. When you use email automation to deliver an email course, you help make your subscribers’ lives easier by delivering information they need in digestible courses. Email automation make your life easier because they help you build trust with your subscribers and keep them engaged over time. Everybody wins!

Creating an email course might sound a little daunting at first. But anyone can do it, and I’ll show you how.

Should my email course be free?

First thing’s first: no matter what type of email course you create, it should be free to your subscribers. Why? As countless bloggers and entrepreneurs have learned, providing value up-front with no strings attached is hands-down the best way to build trust with your subscribers.

People who trust you will buy from you in the future, but you have to win them over first. An email course is perfect for showing off your expertise and turning your subscribers into loyal, paying customers.

What do I write about?!

Your email course should provide solutions to your audience’s biggest questions. What questions does your ideal customer have? What do they find confusing? Is there a newer topic that no one in your field has covered?

Try this: think about what happens when you tell people what your business does. What questions do they ask you? Do you need to explain your business in greater details? Do you give examples of the type of work you do?

Let’s say you’re a traveling horse groomer. Not everyone knows exactly what a traveling horse groomer does. Your email course could help educate people about your grooming services and explain why they’re so important. Or your email course could give people one new grooming tip every day for a week – a prettier pony in seven days! (You’re welcome, traveling horse groomers.)

If you’re still not sure what to write, survey your audience and ask them. You can also reach out directly to people to talk about their pain points. Another tactic is using Google Analytics to find the most popular content on your website, then use that content as the basis for your email course.

The good news is that you probably already have the content created for your email course. It’s simply a matter of organizing it into a series of digestible emails.

How do I structure and schedule my email course?

Your email course should have a set number of messages – you shouldn’t add to it like you might add messages to a welcome email campaign. If I signed up for five lessons, I want five lessons – not 10 or 12.

A week’s worth of emails, or about five to seven lessons, is a good number to shoot for when you’re creating your email course. Too many messages, and you could overwhelm your subscribers. Too few messages, and you could lose the opportunity to truly teach them anything.

If you’re sending your subscribers short lessons, sending them a new message every day for a week is good way to keep them engaged. If you’re sending longer lessons explaining more complex ideas, you might want to give your subscribers a day or two to fully digest all of the information you’ve sent them.

If I’m a social media expert, my email course might look like this:

Timing: One day after my welcome email
Lesson 1: Expressing yourself in 140 characters or less
Goal: Teach people how to write engaging tweets

Timing: One day later
Lesson 2: How to measure your engagement
Goal: Teach people how to use analytics

Timing: One day later
Lesson 3: Connecting with influencers online
Goal: Teach people basic etiquette for reaching out to influencers in their field

…And so on. The length of each lesson depends on what you’re teaching, but the following tips can apply to just about any type of email course.

What should the lessons in my course look like?

  • Include the lesson number in your subject line
  • Make sure your subject line explains what the lesson is about
  • Stick with simple sentences and short paragraphs
  • Use headings to break up long chunks of text
  • Make sure your lessons make sense in the order they’re in
  • If your lessons are longer, include action items or next steps at the end of each lesson
  • Invite feedback and ask people what they’ve learned

Do you have any examples of good email courses?

Yes! Here are three email courses I’ve signed up for from three different businesses.

Type of lessons: Short and snackable
When you should use it: If you want to deliver to-the-point tips and tactics or if you suspect your readers’ attention span is short, try this type of email course.
Pro-tip: Deliver just one tip per lesson. Check out how blogger Henneke Duistermaat does it.

Copyright Henneke Duistermaat 2015

Type of lessons: Breaking down a new or complex topic
When you should use it: When your readers would benefit from a little more context and explanation. For example, if you’re introducing a broader topic like the value of creative work, you can’t really capture that in a few sentences. Check out how Tiny Designer does it in the example below.
Pro-tip: Ask your subscribers a question at the end of each lesson to get more engagement (and make sure they’re still awake).

Type of lessons: Taking your engagement to the next level
When you should use it: If you want to test your subscribers on what they’ve learned or just learn more about them.
Pro-tip: Include a worksheet at the end of your lesson to drive home your most important points. As a bonus, you can use worksheets to learn more about your subscribers and their pain points. Check out how Brennan from Planscope does it:

How do I promote my email course?

Your email course is an incentive for people to sign up for your list, so you’ll want to promote it in a big way on your sign up form. Be sure to tell people what they’ll learn, how many emails you’ll send them and include any social proof you have.

Here are the sign up forms that promote the three email course examples I’ve mentioned and why they’re so effective.

Henneke Duistermaat from Enchanting Marketing:

What makes it effective: Not only does this form tell people exactly what they’re signing up for, the call to action button stands out in a big way, with a contrasting color and first-person language (“Start My Free Course Now.”)

Jarrod Drysdale from Tiny Designer:

What makes it effective: Jarrod offers two courses: one for designers and one for non-designers. This approach lets him deliver a more personalized experience to his audience.

Brennan Dunn from Planscope:

What makes it effective: Brennan includes a lot of social proof, including big-name logos and mentioning that he’s helped 10K people who have signed up for his course.

Take the promotion of your email course even further by encouraging your subscribers to share it on social, like Brennan from Planscope does.

Want to learn more about creating sign up forms that get results? Here are four easy tips for turning your sign up form into a subscriber magnet.

What’s next?

What happens when your subscribers finish your email course, but you have even more great stuff to send them? Not to worry, you can link your email course to your next campaign. Next week, I’ll tell you how to link multiple campaigns together to send your subscribers a variety of content and keep them engaged over a long span of time.

Until then, log in to your AWeber account to start creating your email course.

Not an AWeber customer yet? Start your free trial today!

The post Email Courses 101: How to Use Autoresponders to Write an Email Course appeared first on Email Marketing Tips.

13 Nov 19:33

Here’s the real cost of retirement happiness

by MoneySense

retirement-happiness-1024x537

This story, by David Aston, was first published at MoneySense in December 2014Maclean’s will be republishing a series of stories from MoneySense all week for MoneySense Week, a blitz of practical information about your bank account and bottom line during Financial Literacy Month in Canada.

As you prepare for retirement, you’re probably trying to ensure you’ll have lots of money to spend. But don’t just focus on the size of your budget: it’s just as important to be wise when it comes to how you spend.

While there is no one right approach to doing that, here’s a simple and effective strategy: manage spending carefully on the basics like shelter, transportation and groceries to ensure you have ample money left to spend on the non-essential activities like travel, hobbies, entertainment and helping others. It’s these extras that make for an active and rewarding retirement.

The value of this type of spending strategy is backed up by research, which shows that spending money on experiences and helping others is what contributes most to happiness (see “Inside the Science of Happier Spending”). In what follows, we’ll show you how to put this approach into practice, illustrated by the experiences of three couples with vastly different retirement budgets. (We’ll focus on retirement spending for singles in a subsequent article.)

Fortunately, you can enjoy a comfortable retirement on far less money than you needed during your peak earning years, when you likely carried a hefty mortgage and bore the costs of raising children. In my view, you should be able to live a middle-class retirement lifestyle spending $42,000 to $72,000 a year per couple (including what you pay in income taxes), assuming you have a paid-for home and no debt. After tax, that will leave you with about $38,000 to $62,000 a year to spend how you choose.

The minimum of about $38,000 (excluding taxes) should be sufficient to cover the basics, including operating a car and eating healthily. Annie Kvick, a certified financial planner with Money Coaches Canada in North Vancouver, advises keeping your annual spending on the basics within the $25,000 to $35,000 range, while trying to ensure you have at least $10,000 for extras. “I find people like to spend at least $10,000 a year on that fun category,” she says.

What about the other end of the spending spectrum? There’s no clear dividing line between a middle-class lifestyle and something more luxurious, but $62,000 should cover the basics plus a moderate amount of travel, hobbies and entertainment.

To show how smart spending can make a difference, let us show you how three retired couples spend their after-tax dollars (see “The Cost of Retiring Well” below).

Our first couple, Pam and Rob Taylor of Victoria, B.C., live frugally but comfortably spending $37,600 a year, very near our minimum threshold. Ross and Helen Cooper of Vancouver have a much higher budget, spending just over $80,000 a year. (Their names and some identifying details have been changed.) To provide a benchmark, we also show spending by a statistically average fictional couple we’ve dubbed Phil and Sarah Statscan. Their budget represents average spending by senior couples, based on a 2010 survey by Statistics Canada, which I’ve adjusted for inflation. The Statscans spend almost $50,000 a year: about $38,000 on the basics and $12,000 on extras.

So if you have a modest budget like the Taylors you need to prioritize carefully. If you have an ample budget like the Coopers you can do a lot more, but it’s still a good idea to think hard about what’s most important to you. Here’s how they do it.

Living in frugal comfort

The Taylors first described their spending experiences for MoneySense readers four years ago (in “Three Happy Couples,” in the September/October 2010 issue). Since then they have continued to spend little while enjoying an active retirement in their 50s. They enjoy all the trappings of middle-class life, including a paid-for three-bedroom home in a nice neighbourhood and a mid-level car. They prepare healthy meals with lots of fruit and vegetables, fresh fish and modest quantities of meat. They eat out occasionally and take regular vacations. The Taylors spend just over $25,000 on the basics, which leaves enough left over to spend almost $12,000 on the extras.

How do they do it? They’re just careful about how they spend money. Their car is 10 years old and they have no plans to replace it soon. They do their own home maintenance when they can. When they need new clothing they shop when they’re visiting the U.S., where it’s usually cheaper.

They shop the specials at three nearby grocery stores. “By doing that I think we save at least 15% to 20% on groceries,” says Pam. They take plenty of vacations, but their approach is relatively inexpensive, with the biggest cost coming from occasional airline tickets. They often stay with family members who are spread throughout Canada, the U.S. and overseas. Sometimes they go on camping trips. One year they did a house swap with a couple from Europe.

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The Taylors both have university educations and held high-paying jobs in the technology industry while raising one child, who now lives independently. Their modest spending habits allowed them to build their savings quickly while working, so they were able to retire in their early 50s. Many advisers tell prospective retirees that they need to replace 70% to 80% of the peak income they had while working, but the Taylors live on less than 20% of the $250,000 they earned while working. “I think the 70% to 80% ratio is a myth,” says Pam.

Still, the Taylors wouldn’t mind spending another $5,000 a year so they could travel more and hire people to do some home maintenance. They are exceptionally conservative about how they draw down their large nest egg and have been reviewing their budget to see if they can squeeze out a bit more spending without too much risk. “We’re comfortable with what we spend now, but it would be nice to loosen up a little,” says Pam.

An engaged and active retirement

Next we turn to the Coopers, a Vancouver couple, both close to 70, who can afford to spend more than double what the Taylors do. While they have lots of money to do the things they consider important, they don’t live a lavish lifestyle.

The Coopers spend modestly on the basics, which leaves plenty for the extras that give them the most satisfaction, like travel. Their basic spending, at just under $45,000, isn’t much more than that of the Statscans. But by economizing on the basics, they can afford to spend about $36,000 on the extras.

The couple’s wealth and moderate lifestyle are related. They were brought up in low-income households and learned frugality early on. During their working years, they lived on Ross’s salary as a public sector professional while Helen had primary responsibility for the household and raising their three children, who now have families of their own. They also benefitted from Ross’s pension plan. They saved by living well within their means and they invested wisely. Now they have far more money than they need to support their accustomed lifestyle. “We see other people who have come from wealthier backgrounds and they are used to spending more,” says Ross. “But we never got used to spending a lot.”

The Coopers have two vehicles, but they’re not luxury brands. They own a compact car for getting around town and a four-wheel-drive for navigating bad roads to and from their vacation property. They typically buy their vehicles used and keep them until they are well over 10 years old. “If it works, I keep using it,” says Ross. They spend a bit more on groceries than the Statscans, but not a huge amount.

But the Coopers love to spend money for the benefit of their extended family. They have a two-bedroom condo in the city as well as a vacation property that’s popular for visits from their grown children, their spouses and grandchildren. They spend $7,200 a year at restaurants, to a large extent hosting family get-togethers.

They also enjoy spending on activities that help keep them active and engaged. They use their $16,000 travel budget to take regular vacations in Canada, the U.S. and overseas. “Part of our philosophy is we’d rather do these things while we can, because one day we won’t be able to,” says Ross. They even spend some of that budget to cover the cost of extended family joining them on vacation.

The Coopers also contribute to their grandkids’ Registered Education Savings Plans (RESPs). And while the $6,000 they budget for charitable and personal gifts is not enormous, they have distributed around $500,000 to their kids over the years to give them a good start.

Annie Kvick, who has provided financial advice to the Coopers, says their approach to managing money is right out of the pages of The Millionaire Next Door, the bestseller by Thomas Stanley and William Danko that describes how families get wealthy by saving carefully and avoiding status objects. “Living a modest lifestyle helped them accumulate, so they have an abundance of money,” she says. “If they need something, they buy it. But they’re not going to spend money just because they have it. They treat their money with respect.”

What are your priorities?

As the Taylors and Coopers show, it pays to spend your retirement money purposefully. It’s not about being a tightwad. Rather, it’s about setting priorities so you can spend as much money as possible on the things that matter. “It doesn’t matter if you have $40,000 or $60,000 a year to spend,” says Kvick. “The good news is that with a little creativity and flexibility, you can not only cover the basics, but you can have money for the fun things, too.”

The cost of retiring well

Below we show how much three retired couples spend each year on both the basics and the extras that can make life more fun. Two are real Canadian families— the Taylors and the Coopers—while the fictional Statscans are based on the average spending amounts reported by senior couples in Canada.

retiring-well

Notes: (1) Average spending by senior couples. Source: Statistics Canada, Survey of Household Spending in 2010, plus inflation adjustments using the Consumer Price Index. (2) Includes property taxes, utilities, maintenance, property insurance, rent, mortgage payments. Statscan figures include a small proportion of costs attributable to a second home. (3) Includes gas, maintenance, insurance, lease and financing costs. Statscan figures include purchase costs of owned vehicles. The Taylors and Coopers don’t finance or lease their vehicles. We’ve added $2,500 for one vehicle for the Taylors and $4,000 for two vehicles for the Coopers for non-cash depreciation. (4) Includes cleaning supplies, furnishings, appliances, garden supplies and services. (5) Includes computer equipment and supplies, recreation vehicles, games of chance, educational costs. (6) Annie Kvick helped estimate the Coopers’ budget details.

David Aston, CFA, MA, writes about personal finance. You can send him questions, comments and suggested article topics at letters@moneysense.ca.

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The post Here’s the real cost of retirement happiness appeared first on Macleans.ca.

13 Nov 19:32

App store optimization can double or even triple mobile app installs (research)

by Jon Cifuentes
ASO-lift

VB INSIGHT:

In a pay-to-play world, sometimes it’s what happens organically that’s most important.

And mobile marketers can influence that “organic” experience a heck of a lot with tools and best practices for app store optimization (ASO) that many app publishers overlook.

What can you achieve by optimizing for the right keywords? It depends on the specific keywords and competitive landscape you face. But veteran app store optimization entrepreneur Jai Jaisimha, of Appnique, said “we have seen apps go from not being in the top 100 to being ranked in the top 10 for important search keywords.”

In a new VentureBeat Insight report on app store optimization, analyst John Koetsier found that 70-80 percent of all mobile app installs occur organically — and it turns out these installers are among the most valuable customers you can hope to have in terms of lifetime value, user engagement, and customer life cycle.

While organic doesn’t equal “free” — since everything you do to incentivize and shepherd customers toward your app has a cost — it’s a significantly cheaper acquisition vehicle than paid installs, which for some high-value games can be well over $20 per user. Optimizing those “organic” installs with a blend of the right tools and tactics is absolutely critical to having a successful app.

However, as with any marketing strategy, a blended approach — paid supporting organic, in this case — turns out to produce the best results, which was a key finding in the study. In fact, 85 percent of app marketers said paid user acquisition efforts benefited organic, but only a third said “significantly” so.

paid-helps-organic

To build this report, VB Insight surveyed 475 marketers, about half of whom directly manage their organization’s apps. We also surveyed 522 consumers to learn more about their app download habits, and talked with leading app store optimization companies and experts. The report covers the key tactics to optimizing an app, offers a look at the future of app marketing, highlights costly rookie mistakes to avoid, explains which KPIs app marketers need to prioritize most, and offers advice on how to choose the right vendor to help your app’s rankings and visibility in the major app stores.

Standing out from the crowd is tough. Total app inventory was just 116,000 across both the iOS App Store and Google Play in 2009. In 2015, it’s 3.1 million, and by 2020, it will be 5.9 million. That’s a highly competitive marketplace, especially when there are so many apps that accomplish similar tasks.


App Store Optimization: Money for nothing and installs for free is available on VB Insight for $499 or free with your martech subscription


It also turns out that app store optimization is a completely different game for different major categories of mobile apps. “For brands, the install path is a step on a longer customer journey. Brands can do mobile user acquisition, certainly, but it will be more about what people can do through the app than what the app is per se,” explained analyst and author John Koetsier. “Most mobile user acquisition for brands is going to start in offline, web, social, or mobile brand interactions that foster a desire for greater engagement.”

Games and Utility apps, however — which make up a massive component of the Apple App Store and Google Play — can benefit more than brands from in-store optimization. Plenty of people search for games by type of game, for instance — or by what activity they’re trying to get their phone to do, rather than by the branded app’s name. And for that, you need a wholly different set of tools and strategy.

The report goes on to cover the future of ASO, and how apps integrate with one another, citing the example of Staples partnering with Uber’s delivery program to get your supplies sent straight to you. It also outlines how, as the app economy continues to grow, methods for optimizing those apps’ discovery continue to evolve.

More information:

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13 Nov 19:32

16 things you should never say in a salary negotiation

by Jacquelyn Smith

meeting, boss

You secured the interview, brought your A game, and landed the job. Now comes the hard part: negotiating your salary. 

"Salary negotiations are like any other type of negotiations — except the words you use can be extremely powerful, since there is a personal aspect to the discussion," says HR expert Steve Kane. "The negotiation is not over the worth and price of an inanimate object, but rather the value of you to some enterprise."

Here are 16 words and phrases that may hurt more than they'll help in a salary negotiation: 

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SEE ALSO: 21 business-etiquette rules every professional should know

DON'T MISS: The 27 jobs that are most damaging to your health

'I accept [the first offer].'

Remember: This is a negotiation, so be careful not to end it before it has even had a chance to start, says Ryan Kahn, a career coach, founder of The Hired Group, and author of "Hired! The Guide for the Recent Grad."  



'I'm looking for X.'

Never throw out the first number. "You want to leave room for discussion," says Lynn Taylor, author of "Tame Your Terrible Office Tyrant: How to Manage Childish Boss Behavior and Thrive in Your Job."

Kahn agrees. "A good negotiation strategy is to let the employer offer the first number. That puts you in a position to see the number they are offering and gives you the opportunity to negotiate it up from there."



'That's all you're offering me?'

Never say this, or anything else that will offend the employer — even if you think the salary they're offering is laughable. 



See the rest of the story at Business Insider
13 Nov 19:30

5 Simple Tips for Determining Lead Quality

by Sabrina Bianchi

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When most people think about developing leads, quantity is often the focus. Hiring more sales reps and front-loading seems to be the default practice of most organizations—whether they’ve actually thought about the process or not. While an increase in sales leads is always a goal, marketing and sales teams should really be focusing on the quality of leads, not just quantity.

Read more on 5 Simple Tips for Determining Lead Quality…

The post 5 Simple Tips for Determining Lead Quality appeared first on Predictable Revenue.

13 Nov 19:29

B2B Marketing Ops And Marketing Attribution, A Simultaneous Ascendence

by Jordan Con

Marketing Ops and Attribution

The advances in marketing technology are happening so frantically, many would say it’s headache inducing. For many B2B companies, however, it’s been a huge boon, and the rise of marketing ops is to thank for that.

If you’re unfamiliar, the marketing ops role covers a broad array of marketing technology management, from process and workflow design, to reporting and analytics, to planning and budget allocation.

In essence, marketing ops is about maximizing all of the various technology and data capabilities to more efficiently and more effectively drive greater customer growth, and ultimately, revenue.

The Evolution Of Marketing Ops And Marketing Attribution

Taking a step back, five to ten years ago, if there was a marketing ops role in an organization, it was seen as an “island of lost projects,” as Sirius Decisions refers to it. It was where the geeks looked for and experimented with their tech toys and tried to make them fit into the organization. The next phase of marketing ops was to be the marketing problem solver — a “we’ve got a gap here, go find the best solution that solves it” kind of person.

As far as what marketing ops does today, those functions were previously (and still today in smaller or less sophisticated organizations) handled by several different roles, often across marketing groups — demand gen, marketing analysts, strategists, and sometimes even the CMO.

But the requirements of the role are increasing, and therefore, is more frequently requiring specialization. And so today, it’s grown to be a separate role in itself — it’s become more proactive and strategic.

Stages of Marketing Ops

As technology and data increasingly dominate the B2B marketing sphere, the effectiveness of this role is increasingly becoming a key differentiator between successful companies and not successful companies. Companies that can track and collect meaningful data, and integrate their resources (both tech and human) towards the same goal, are more likely to succeed. Their product is better, their marketing is better, and their sales is better.

Meanwhile, the role of marketing attribution has ascended due to the same proliferation and growing impact of marketing technology.

Previously, attribution was a nice-to-have. Connecting each and every marketing effort to sales was kind of a pie in the sky idea — knowing which channels were driving leads was seen as good enough. Once a person became a lead, it was the sales team’s responsibility to educate and convert them into a customer. Most of the decision journey happened after the lead initiated contact with the company.

But now, customers are completing two-thirds to 90 percent of the purchase decision before contact (according to Forrester). That, combined with more customer touchpoints (more data) than ever before, means that the customer journey is even harder for marketers to understand — a big problem for marketers.

“When marketers are able to see all the way through to revenue — the long-term value of customers — marketers are able to think about and treat their audience as people, not marketing leads.”

Marketing attribution handles that, by showing how each and every marketing effort contributes to the customer journey, all the way down to the sale.

With attribution, marketers are able to make sense of the growing customer touchpoint data and turn it into actionable insights. It contributes to better analysis of past efforts as well as better execution going forward. Just like marketing ops, attribution is now a key player in the strategy and planning process.

It’s really no coincidence that the B2B marketing ops role is rising alongside the growth in marketing attribution — they go hand-in-hand.

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Marketing Ops And Marketing Attribution: The Translator

Moreover, not only does marketing ops have to perform a broad array of strategic marketing and technology roles, they must also be able to communicate (translate, even) what’s going on in marketing with sales, finance, and IT in terms that are meaningful to them.

The marketing ops role is charged with being able to communicate across silos and across departments. They’re tasked with aligning teams internally, ultimately, to serve the customer better.

On the marketing tech side, that’s the role attribution plays in the marketing tech stack — it is all about connecting (traditional) marketing data to sales data, so that the everyone is aligned with the same goals (customers) and every team’s data speaks the same language. With attribution, marketing can speak to their results in terms of revenue, just as sales always has.

When marketers are able to see how their efforts coordinate with and contribute to the efforts of the sales team, the prospective customer is better served. When marketers are able to see all the way through to revenue — the long-term value of customers — marketers are able to think about and treat their audience as people, not marketing leads.

“The effectiveness of this role is increasingly becoming a key differentiator between successful companies and not successful companies.”

The rise of marketing ops has been swift, and as marketing technology continues to mature and evolve, so will the ops role. As both marketing ops and marketing attribution are tied to the growth of marketing technology, and emphasize an internal alignment with sights set on revenue and customer growth, it makes sense that the two will forever be linked.

 2015 State of Pipeline Marketing Get the inside look on sales alignment, attribution, top channels, and more. Download Now