Don't Underestimate The Power of Relationships in Building Your BusinessJulie Weishaar
http://newhorizons123.com
Don't underestimate The Power of Relationships and Reputation in Building Your Business and Getting More Sales. Building Rapport: Who Are You & Why Should I Care? Building Rapport With Your Target Market to get them to "know", "like" and "trust" because people like to do business with people they know, like, and trust. Gear Your Marketing To Answering These Two Most Important Questions: "Who Are You" and "Why should I care?" Period! That’s it! IF you have the solution to a problem someone has, you will get their attention. If not, they are off to the next website, social site, forum, blog, etc. - very likely - your competitor!
Strategy 202 Questions That Really Matter (Strat Planners Workout 2011- 4As/ ...Joseph de Leon
Are you asking questions that matter or are you asking the questions that really matter?
Having the wrong answer to the right question is often better than having the right answer to the wrong question.
Beyond providing a few examples of these transformative questions, this presentation shares a framework perspective on asking the questions that really matter.
While not having all the answers, it should help lead you to asking better questions.
This is an enhanced version of a talk given during the Strategic Planners Workout- a training conducted by the 95% Academy on behalf of the 4As.
David Sells Goliath: Landing Your First Fortune 500 CustomerEntreFest
John Casko, founder and CEO of BFS Consulting, which helps small early stage and seed level technology based companies find and establish loyal, high margin, and repeat early adopting customers in the form off Fortune 500 and worldwide market segment leaders. John’s expertise lies in helping innovative companies make their first sale. John will share a methodology he has developed in over a decade in the field through work with more than two dozen companies in a wide range of fields. Though the session’s methodology is is primarily designed for business-to-business (B2B) companies, all types of entrepreneurs will benefit from hearing John’s expertise.
On Thursday 27th February, our Head of Research, Marcus Body, spoke at TARGETjobs Breakfast News on being clear about goals and strategy in graduate recruitment.
Don't Underestimate The Power of Relationships in Building Your BusinessJulie Weishaar
http://newhorizons123.com
Don't underestimate The Power of Relationships and Reputation in Building Your Business and Getting More Sales. Building Rapport: Who Are You & Why Should I Care? Building Rapport With Your Target Market to get them to "know", "like" and "trust" because people like to do business with people they know, like, and trust. Gear Your Marketing To Answering These Two Most Important Questions: "Who Are You" and "Why should I care?" Period! That’s it! IF you have the solution to a problem someone has, you will get their attention. If not, they are off to the next website, social site, forum, blog, etc. - very likely - your competitor!
Strategy 202 Questions That Really Matter (Strat Planners Workout 2011- 4As/ ...Joseph de Leon
Are you asking questions that matter or are you asking the questions that really matter?
Having the wrong answer to the right question is often better than having the right answer to the wrong question.
Beyond providing a few examples of these transformative questions, this presentation shares a framework perspective on asking the questions that really matter.
While not having all the answers, it should help lead you to asking better questions.
This is an enhanced version of a talk given during the Strategic Planners Workout- a training conducted by the 95% Academy on behalf of the 4As.
David Sells Goliath: Landing Your First Fortune 500 CustomerEntreFest
John Casko, founder and CEO of BFS Consulting, which helps small early stage and seed level technology based companies find and establish loyal, high margin, and repeat early adopting customers in the form off Fortune 500 and worldwide market segment leaders. John’s expertise lies in helping innovative companies make their first sale. John will share a methodology he has developed in over a decade in the field through work with more than two dozen companies in a wide range of fields. Though the session’s methodology is is primarily designed for business-to-business (B2B) companies, all types of entrepreneurs will benefit from hearing John’s expertise.
On Thursday 27th February, our Head of Research, Marcus Body, spoke at TARGETjobs Breakfast News on being clear about goals and strategy in graduate recruitment.
Write 150-300 words about what you think about the interview.Thi.docxvelmakostizy
Write 150-300 words about what you think about the interview.
This interview with Roman Stanek,
chief executive
of GoodData in San Francisco, was conducted and condensed by Adam Bryant.
Q.
You’ve started more than five companies. Did you have the entrepreneurial itch when you were a kid?
A.
It’s funny, because the likelihood of me sitting here today and talking about these companies was exactly zero when I was a kid. I lived in Communist Czechoslovakia, and when I was 15, I was sent to vocational school to study accounting. When I was 18, I decided to study computer science, but we didn’t have access to any computers. So it was more science than computers. The first time I saw a computer or had access to a PC was when I was almost 25.
Q.
Tell me about your leadership style.
A.
A big part of my leadership approach is about confidence, and confidence comes from understanding. If you have a deep understanding of the industry you’re in, and of the problem you are solving, and you are ahead of everybody else in your space, then you can give your team the confidence to trust you. So if people are questioning what you’re doing, and the task looks impossible, you have to give them the confidence that we have a vision, and we understand the space better than anybody else.
The second thing is the importance of communication skills. Having a vision and having confidence doesn’t mean anything unless you’re able to communicate it to your team, investors and customers. The ability to communicate well didn’t come easily for me. I always assumed that everybody would see things the same way I see them, and now I understand it takes a lot of time to get people aligned.
Q.
What about the culture you’re trying to foster?
A.
The No. 1 thing for us is openness. It’s about trust — people can trust me, and I can trust people. So we have open calendars, for example, and certain rituals. Most Thursdays, I get in front of everybody to answer questions. Leading up to that, people will put questions online and then vote on the most interesting ones.
Q.
And the open calendars?
A.
Anyone at the company can see my calendar. Sometimes I’m surprised by how many people ask me what a particular meeting is for. You can never underestimate how curious people are about the C.E.O.
Photo
Roman Stanek, chief executive of GoodData, a business analytics company, says, “I don’t like my managers essentially talking to their people without being able to express their opinion and position what they’re discussing.”
Credit
Earl Wilson/The New York Times
Q.
What else have you learned about culture?
A.
You can never be out of your role as a C.E.O. You always have to be careful about how you carry yourself and how you act with people because, again, it’s about confidence. For me, any start-up is one big, giant mood swing — every bit of news is extremely bad or extremely good and that’s what makes it so difficult for some people to work in that kind of environment. That’s why t.
Gavin Holland - Great Inclusive Design Process - Design with people, not for ...Hallam
Ensuring your digital product development process fully harnesses customer input is only half the battle. You need to balance with great collaboration from your key business stakeholders to ensure your digital products are successful. We would like to showcase a selection of our best tried and tested approaches to ensuring your Digital product development process balances inputs from both customers and your vital internal stakeholders.
The user group you never knew you had ux camp 2015Hello Group
'The user group you never knew you had' is about designing for the experience of the stakeholders who sponsor either internal or external projects. As designers we immediately think of the end users but without subject matter experts, middle managers and corporate sponsors our job would be much harder. In the talk Mette Riisgaard Andresen and Henriette Hosbond describe tactics to ensure to get these key people on board in the design process. Originally shown at UX Camp Copenhagen 2015.
Southampton Graphic & Web design course 'Pitching & Qualification' presentationrenemorency
13th November 2012: Slides to accompany a presentation to university students in Southampton. The presentation focuses on the 'Pitching & Qualification' process. By @renemorency
3 Most Critical HR Challenges for Startup FoundersJoseph Fung
Startup founders often have to juggle numerous priorities. When it comes to HR-related tasks, they are often caught up in *tactical* problems instead of *strategic* ones. This presentation outlines 3 critical and strategic challenges that should command significant attention from startup founders (and early stage employees).
This presentation was originally delivered as part of Communitech's Level Up series in Waterloo, Canada.
Delight 2015 | More Than a Feeling: Designing for Digital ComplexityDelight Summit
This presentation was given by Erin Moore from Twitter at Delight 2015 on Oct. 5, 2015.
Designing and building products that have a meaningful impact on people’s lives is an exorbitant amount of work. Yet products that do this successfully are the ones we return to again and again. Despite their complexity, these products make interactions with others and environments seem effortless, desirable—and even addictive. How do we as designers do the hard work of creating products that are useful and relevant? What repeatable process can we look toward to solve problems for people whose motivations and behaviors can be hard to predict? Erin will share how coaching collegiate athletics helped her understand complex systems, and how that experience still influences her daily design process at Twitter.
http://delight.us/conference
Write 150-300 words about what you think about the interview.Thi.docxvelmakostizy
Write 150-300 words about what you think about the interview.
This interview with Roman Stanek,
chief executive
of GoodData in San Francisco, was conducted and condensed by Adam Bryant.
Q.
You’ve started more than five companies. Did you have the entrepreneurial itch when you were a kid?
A.
It’s funny, because the likelihood of me sitting here today and talking about these companies was exactly zero when I was a kid. I lived in Communist Czechoslovakia, and when I was 15, I was sent to vocational school to study accounting. When I was 18, I decided to study computer science, but we didn’t have access to any computers. So it was more science than computers. The first time I saw a computer or had access to a PC was when I was almost 25.
Q.
Tell me about your leadership style.
A.
A big part of my leadership approach is about confidence, and confidence comes from understanding. If you have a deep understanding of the industry you’re in, and of the problem you are solving, and you are ahead of everybody else in your space, then you can give your team the confidence to trust you. So if people are questioning what you’re doing, and the task looks impossible, you have to give them the confidence that we have a vision, and we understand the space better than anybody else.
The second thing is the importance of communication skills. Having a vision and having confidence doesn’t mean anything unless you’re able to communicate it to your team, investors and customers. The ability to communicate well didn’t come easily for me. I always assumed that everybody would see things the same way I see them, and now I understand it takes a lot of time to get people aligned.
Q.
What about the culture you’re trying to foster?
A.
The No. 1 thing for us is openness. It’s about trust — people can trust me, and I can trust people. So we have open calendars, for example, and certain rituals. Most Thursdays, I get in front of everybody to answer questions. Leading up to that, people will put questions online and then vote on the most interesting ones.
Q.
And the open calendars?
A.
Anyone at the company can see my calendar. Sometimes I’m surprised by how many people ask me what a particular meeting is for. You can never underestimate how curious people are about the C.E.O.
Photo
Roman Stanek, chief executive of GoodData, a business analytics company, says, “I don’t like my managers essentially talking to their people without being able to express their opinion and position what they’re discussing.”
Credit
Earl Wilson/The New York Times
Q.
What else have you learned about culture?
A.
You can never be out of your role as a C.E.O. You always have to be careful about how you carry yourself and how you act with people because, again, it’s about confidence. For me, any start-up is one big, giant mood swing — every bit of news is extremely bad or extremely good and that’s what makes it so difficult for some people to work in that kind of environment. That’s why t.
Gavin Holland - Great Inclusive Design Process - Design with people, not for ...Hallam
Ensuring your digital product development process fully harnesses customer input is only half the battle. You need to balance with great collaboration from your key business stakeholders to ensure your digital products are successful. We would like to showcase a selection of our best tried and tested approaches to ensuring your Digital product development process balances inputs from both customers and your vital internal stakeholders.
The user group you never knew you had ux camp 2015Hello Group
'The user group you never knew you had' is about designing for the experience of the stakeholders who sponsor either internal or external projects. As designers we immediately think of the end users but without subject matter experts, middle managers and corporate sponsors our job would be much harder. In the talk Mette Riisgaard Andresen and Henriette Hosbond describe tactics to ensure to get these key people on board in the design process. Originally shown at UX Camp Copenhagen 2015.
Southampton Graphic & Web design course 'Pitching & Qualification' presentationrenemorency
13th November 2012: Slides to accompany a presentation to university students in Southampton. The presentation focuses on the 'Pitching & Qualification' process. By @renemorency
3 Most Critical HR Challenges for Startup FoundersJoseph Fung
Startup founders often have to juggle numerous priorities. When it comes to HR-related tasks, they are often caught up in *tactical* problems instead of *strategic* ones. This presentation outlines 3 critical and strategic challenges that should command significant attention from startup founders (and early stage employees).
This presentation was originally delivered as part of Communitech's Level Up series in Waterloo, Canada.
Delight 2015 | More Than a Feeling: Designing for Digital ComplexityDelight Summit
This presentation was given by Erin Moore from Twitter at Delight 2015 on Oct. 5, 2015.
Designing and building products that have a meaningful impact on people’s lives is an exorbitant amount of work. Yet products that do this successfully are the ones we return to again and again. Despite their complexity, these products make interactions with others and environments seem effortless, desirable—and even addictive. How do we as designers do the hard work of creating products that are useful and relevant? What repeatable process can we look toward to solve problems for people whose motivations and behaviors can be hard to predict? Erin will share how coaching collegiate athletics helped her understand complex systems, and how that experience still influences her daily design process at Twitter.
http://delight.us/conference
2. What We’ll Cover…
Who I Am
What We’ve Heard
PPT and The Other – Agencies
Considerations
Selection
Scope
Management
Closing Thoughts
Motivation
3. First things first…who the hell am I?
• English (EVERYONE mention The Ashes…)
• Passionate about digital marketing and transformation
• A background in technology and services B2B marketing both in the UK and
here
Three things about me?
1. The first thing I can recall is…
1. Riding my bike across a park
2. Seeing a cat being born on my bed
2. I was almost run down by the Mayor of London Boris Johnson on a segue.
1. True?
2. False?
3. I have walked the complete circuit of the ring road around Florence in a
dinner jacket and smart shoes. Three times.
1. True?
2. False?
6. Transformation – Remember the past…
“We’re going to do a blog”
“We’re going to do social”
…why?
…who?
…who to?
…with what?
…how often?
7. Transformation – Remember the past…
“We’re going to do a blog”
“We’re going to do social”
“We’re going to do E-commerce”
…why?
…for what?
…to whom?
…protection?
8. Transformation – Remember the past…
“We’re going to do a blog”
“We’re going to do social”
“We’re going to do E-commerce”
…so are we “doing digital
transformation?”
9. What does this mean for Digital
Transformation?
Some key considerations…
Where is the need?
Who is asking for it, and why?
What do you know internally?
What more do you need?
11. The Three Pillars Fall Down
People
“All you have to
do is tell them
what to do…”
Process
“Let’s just map
what we do now
and customise to
the nth degree”
Technology
“That’s really
expensive…maybe
we can just do a
bit”
When you identify what you don’t have, what do you need?
12. Agencies
What they can offer…
Expertise to deploy
Flexible to scale
Dedicated to project outcomes
What they aren’t…
Devoted to the project
Motivated by overarching success
Your own people
…a business or organization providing a particular service on
behalf of another business, person, or group…
14. Considerations for your
agencies…selection
How do you rate a provider?
Skills
Trust and credibility
People
Are they externally referenced?
Have they worked in your industry before?
Can they handle it?
15. Considerations for your agencies…scope
Have you fully defined the scope…and how?
Asking the right questions
Asking the right people
Have you put limits in place?
If so…how have you defined them?
Has the agency defined them with you?
Have the agency run the scoping for you?
Where does accountability sit?
16. Considerations for your
agencies…management
How are the agency measured?
Be robust
Time and cost measurement
Gated activity
Who are they?
Meet the doers, not the sellers
Keep involved
Silence is not golden
Know your team…even when they aren’t
17. Considerations for your
agencies…management
Bewitched, bothered, and bewildered…
Acronyms
Jargon
Ask yourself, paraphrasing the words of Edwin Starr…
“Complexity. Huh. Good God y’all, what is it good for?”
18. Closing Thoughts
1. Ask the right questions of yourselves
2. Ask the right questions of your potential vendors
3. Ask the right questions of your partner once you have them
And…
Do it for the right reasons!
People – SFDC example. Just telling people what to do won’t engage them in the transformation – relevant to agencies, because it speaks to motivation
Process – best practice has always dictated
All hinges on trust. They are external. They aren’t you, they are someone else…they don’t have your priorities…
Key conclusion – if you start from the customer demand, need, the business drivers…if you understand the subject you’re talking about…you can ask your agencies the questions that drive them. Trust your advisors – if you don’t know, ask. Information is power – agencies are prone to attempt to hold this information close, because making you less knowledgeable than them is how they grow.