Revealed: The World's Most & Least Advanced Countries

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UNTIL recently, the popular way to compare the progress of one country relative to another was to use the size of their economies. America had the biggest GDP (and almost the biggest per capita GDP), so it stood to reason it was the most advanced country in the world.

Nowadays, we all know that GDP is a flawed measure of how well a country is doing. Because it only adds up the activity that involves money changing hands, it ignores all sorts of things that matter to a country's well-being.

Life to be In Freedom

After the financial crash of 2008 revealed that the world had been fooled by strong GDP growth into thinking all was well, there was general agreement among policymakers that we needed better measures to judge how individual countries, and the world as a whole, are doing. I chaired a Global Agenda Council at the World Economic Forum that decided to create* what has become the "Social Progress Index", which has just been published, comparing some 132 countries. You can see the full results here.
The SPI uses 54 different measures of social and environmental progress, grouped into three categories, to answer the following questions:

• Does a country provide for its people's most essential needs?
• Are the building blocks in place for individuals and communities to enhance and sustain well-being?
• Is there opportunity for all individuals to reach their full potential?

So, which country comes out as the best in the world by this measure. As Nick Kristof pointed out in his column in the New York Times this morning, it is not America, as "we underperform because our economic and military strengths don’t translate into well-being for the average citizen." True, as Kristof notes, the US "excels in access to advanced education but ranks 70th in health, 69th in ecosystem sustainability, 39th in basic education, 34th in access to water and sanitation and 31st in personal safety. Even in access to cellphones and the Internet, the United States ranks a disappointing 23rd, partly because one American in five lacks internet access."

 
The most advanced country in fact is New Zealand, living proof that small is beautiful (and that isn't a reference to all the hobbits living there). According to the SPI, New Zealand is truly the land of opportunity, showing strongest on indicators of the chances it gives its citizens to reach their full potential. Two other smallish countries rank second and third, Switzerland and Iceland, whilst the highest ranking member of the big economy G8 is Canada, in seventh place. (Canada ranks second on "opportunity", ahead of the fifth-ranked US.)
Poorer countries are often compared using to the UN's Human Development Index, though this tends to be highly-correlated with GDP, with all the limitations that implies. One of the strengths of the SPI is that, by only using social and environmental indicators and excluding all economic measures, it is easier to compare how countries with similar GDP are doing relative to each other. According to SPI, eight of the ten least advanced countries are in Africa, including relatively wealthy Nigeria in 123rd place. Bottom of the ranking is Chad. Yet some African countries rank fairly highly, such as Botswana in 57th place, above South Africa (69th), Turkey (64th), Saudi Arabia (65th), Russia (80th) and China (90th), among others.


One lesson from the SPI is that the economy is not destiny when it comes to building a better country. Some countries do considerably better by their citizens than others with similar levels of GDP. One goal of publishing the SPI is to encourage proper study of why some countries do better than others, so that the laggards can learn to do better. One striking finding is that three countries in sub-Saharan Africa far outperformed on social progress compared to other countries with a similar GDP, Ghana, Malawi and Liberia. Could it be that there is an emerging sub-Saharan model that other countries in the region can copy?
For businesses, the SPI may also be a useful leading indicator of social and political risk. For instance, the Middle East countries in which there was political upheaval during the Arab Spring all under-performed versus countries with a similar GDP on the measure of "opportunity".

Explore the SPI and you may learn something valuable!


* The original idea was transformed into the SPI under the brilliant academic leadership of Michael Porter, an influential Harvard professor, working with the staff at the Social Progress Imperative, lead by my frequent co-author, Michael Green. I am a member of the Social Progress Imperative's advisory board.

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Author / INfluencer: MATTHEW BISHOP     

My Formula for Handling the Daily Email Barrage: Delegate, Defer, Decide

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None of my nearly 200 columns here to date has been of the obviously popular ‘tips for better business’ variety, and with good reason. My business is public health, and my primary effort here is to make sure you hear about the studies you should, that the science is interpreted appropriately, and that an allowance is made for an application of sense. That’s my primary gig, and it’s a good one. In addition, I do occasionally indulge other inclinations- in the form poems, or philosophical essays. I think science and art help illuminate one another.

But I haven’t offered daily business or efficiency tips, leaving that to the many others here who write solely or preferentially on that very topic. But it occurs to me that we all share the business of information exchange, and in that area, I think I have something to offer.
The immediate prompt for this column was an email from somebody I don’t know expressing surprised delight that I had answered them. For the most part, despite a daily barrage of hundreds of emails, I always do. I get those gratifying replies fairly often from people who presumably had little hope of hearing back.

I have a formula for handling the daily email barrage that might work for you as well. The formula is: delegate, defer, decide.


1) Delegate: good and capable people work with and for me. I rely on them confidently. Whenever someone else has more time and/or more targeted interest or expertise to address a given email, I pass it along, letting the sender know. The key here is never to abuse this opportunity. Sometimes, I am very tempted to pass along an email just to lighten the load, but I really am the best one to deal with it. I grit my teeth, and deal with it on those occasions. When my colleagues and staff can rely on only appropriate messages reaching them, they remain committed to addressing them efficiently- and making us both look good in the process.


2) Defer: some messages simply can’t be addressed right away. They may involve a complex decision, a sequence of steps, or a document requiring detailed review. I have several dedicated folders to catalogue such missives, so I can move them out of my inbox and spare myself that intimidating clutter when I access my email. I generally send a quick ‘got it’ reply as well, to spare myself a subsequent “did you get it?” email, and spare the sender the worry that their effort went awry. I then set aside blocks of time to work on these projects, as I would any other. It’s worth noting that occasionally, a deferred message is neglected long enough to fade from memory. I tend to find that if both sender and receiver are willing to let this happen, the matter needed to die anyway, at least in the short term. Sometimes they are resurrected later when they make more sense and come with clearer marching orders.


3) Decide: this is the largest category for me. When I plow through messages, it’s always tempting to let many of them wait. But of course, while this batch is waiting, the next batch comes in. We might all long for the simpler, if less efficient, days pre-email, but this is our world now; the flow of information never stops. So fail to keep up, and your inbox will overwhelm you. I have colleagues who routinely fail to answer, because messages get lost in a huge backlog. To avoid this, I apply the discipline of prompt decisions. If the message is too vague to allow for a specific response, then that’s my reply: I need more detailed information to process this constructively. If it’s inappropriate, or I lack the bandwidth to help- I say that, and move on. Quick decisions are much like use of a muscle; they are conditioned with practice. Whenever you answer your emails-whether throughout the day, as I tend to do, or in dedicated bocks of time- you can cultivate a disciplined “read, decide, respond” approach to stay caught up. The benefits are that important messages always get a prompt response, nothing gets lost in the sauce, and you spare yourself the distraction of clutter.

The one other element in my formula is to think twice before sending an email. Emails beget emails, so every message sent means more time allocated at both ends. The fact that we can all but effortlessly shoot off a message doesn’t mean we should. read  More>>>>>>>>>

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Author:DAVID L.KATZ MD,MPH, INFluencer  

 

Don't Just Be an Entrepreneur - Be a Market Maker

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What do Tesla, Whole Foods Market and Taproot Foundation have in common? They are market movers. They didn't just set up to build a product or service. They set out to build or disrupt a market.

Wildly successful companies and nonprofits don't just focus on building a product or service. They look at the market outside their organizations and actively invest in changing the market so that their products and services have substantially greater opportunities to generate revenue and make an impact in the world.

Tesla Drives the Electric Car Market

Elon Musk didn't set out to build an electric car, he wanted to build a market for electric cars, beginning with luxuryars, and then expanding over time to reach a broader consumer base. This was a rather specific vision; that is, it wasn’t simply about building an amazing electric car, it was also about creating an environment in which it could be successful.

Tesla identified their innovator customer segment and focused their energies on selling and servicing them in unique ways. Five years after the introduction of its Model S car, Tesla was reporting a profit, and the Model S had become the third best-selling luxury car in California, behind only the Mercedes E Class and BMW 5 Series. 
To grow beyond luxury cars and California, however, they need to remove barriers for their competitors so they can join them in moving away from gas-fueled cars. To this end, Tesla now sells their patented powertrain components to competitors. They are less concerned about the competition taking up market share than building the market and creating scale that will bring the prices down enough to be viable options for the average car buyer. Learn More.
 
Whole Foods Takes Healthy to Mainstream


It wasn't long ago that the sustainable consumer products market was mostly operating on the fringes of society. In those early days, the market was more a movement supported by a tiny portion of the population — innovators shopping at and running small health food stores. These stores smelled like vitamins, and the organic produce sold on their shelves looked sickly. It required dedication to shop in them.



By 2012, Whole Foods Markets had 340 stores and 2,400 natural and organic products on their shelves, selling over $12 billion and employing nearly 75,000 people. They had come a long way from the health food stores before them.
The impact of Whole Foods Market, however, is much greater. Similar to Tesla, despite a small market share, it has changed the overall market. It has cultivated the early adopters and turned them into tastemakers that are making the early majority pay attention. As of 2013, 63 percent of Americans reported buying organic foods, and 40 percent planned to increase their purchases of organic in the coming year. Learn more.



Taproot Foundation Catalyzes Pro Bono Marketplace

Despite the incredible need for marketing, technology, management and strategic consulting services most nonprofits in 2001 didn't trust using pro bono services. They had been burned too many times by well-intentioned volunteers. “You get what you pay for,” they shared over and over again. To them, they smelled as bad as a 1975 health food store (well intentioned but undesirable).

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Author: AARON HURST

Why We All Need Visionary Leaders

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Click Here To Start Your Vision

I have always felt as leaders with global experiences and exceptional connections we have a responsibility to share our journey and energy to inspire future generations.

In recent years, I’ve focused my time and energy on sharing Burberry’s brand, culture and digital transformational lessons. Speaking to different sectors - from banking to insurance to educational institutions - I hope in some small way to have shed light on ideas that could greatly impact the companies and communities they serve.

Just under a year ago, I had coffee with someone I greatly admire - the visionary digital educator Sal Khan who is single handedly disrupting a sector desperate for revolution. Very few leaders have what author Jim Collins calls ‘big hairy audacious goals’ but with their simple mission to make education accessible to everyone, Sal and Khan Academy could change the world.

Not dissimilar to Bill and Melinda Gates who want to eradicate disease, Scott Harrison ofcharity: water who wants to provide everyone with clean drinking water or Mark Zuckerbergwho dreams of connecting the world, it is so rare to find a great leader with a gigantic global vision and such passion and clarity as to how to resolve it.

Hopefully, this is not the first time you're hearing about Sal or Khan Academy. Perhaps you’ve seen his TED talk, visited Khan Academy or read about it in various business publications. In short, Khan Academy is a not-for profit with the goal of providing free, world-class education for anyone, anywhere. Through leveraging digital and great video content, they’ve created one of the most innovative companies in the world that will transform one of the most underinvested and fundamentally valuable foundation to our future generations’ growth and development.

I had the honour of speaking with Sal and his incredible team in San Francisco last spring, sharing lessons on brand, leadership and how to nurture a culture of creativity and innovation. I left that day with even greater respect for the clarity and intensity of their vision and the passion with which they execute it.

At Burberry, we have always said that our greater purpose is to create not just a great brand, but a great company. Through the Burberry Foundation, global teams unite to share key learnings with young people in communities where associates live and work to inspire, unlock and nurture their creative confidence. As the company prepares for tomorrow’s changes and challenges, one key measure of its success will be how many lives around the world are touched and transformed by the power of its performance. It is humbling to think our story could inspire the Khan Academy team to continue to do what they already do so brilliantly.

Education is a global issue for all of us. We need all companies to get behind Khan Academy and contribute to making sure every person on this planet has the opportunity of education.

Congratulations to Sal and the Khan Academy team!!!!!!

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The Power Of Being A 'Nobody' by: John Hope Bryant Influencer

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Being born into this world a nobody just might be the best thing that ever happened to me.


The world undervalues the economic nobody, and grossly over-values the wealthy somebody. On this point the world is wrong.

You have nothing to lose when you are a nobody. And because you realize that 'you can’t fall from the floor,’ you’re not all stressed out about whether you are going to actually fail at something or not. Everyone born as a 'societal nobody’ has the exact same middle name, inserted sometime after birth, which translates roughly: DO SOMETHING.


I had lunch today with the CEO of Sapient, a $1 billion plus company that was started by two young guys with a few thousand dollars on their credit cards. Now they employ 12,000 people worldwide and the company is publicly traded.

A nobody is often under estimated, until they aren’t. Below is my update on a 20th century standard.

First they will ignore you. Then they will criticize you. Then they will try to copy you. And then you will win.

When a self-knowing economic nobody wins at life, they almost never forget where they came from. They are often the kindest, philanthropic, most positive, confident (yet understated) people you will ever meet.

Crazy as it sounds, it is often the off-spring of the one who created from nothing that then somehow gets it in their heads that they’re some kind of a big deal. And it is this other thing -- of becoming ‘important,’ or seeing oneself as a ‘so-called somebody,’ that is a really dangerous thing. It can ruin you in ways that poverty never could.

Here are some recent examples of wealth that came from near nothing:

Jan Koum, the CEO and co-founder of WhatsApp, once lived on food stamps before Facebook made him a billionaire. 

Starbucks' Howard Schultz grew up in a housing complex for the poor. 

Born into poverty, Oprah Winfrey became the first African American TV correspondent in Nashville. 

Luxury goods mogul Francois Pinault (think Gucci, Yves Saint Laurent) quit high school in 1974 after being bullied for being poor.

Oracle's Larry Ellison dropped out of college after his adoptive mother died and held odd jobs for eight years.

These brilliant and hard working folks were not sitting around thinking deeply about how great and noble they were. That had no time for any if that nonsense. And they weren’t publicly profiling either; trying desperately to look a certain way before a bunch of strangers. They weren’t sitting around, endlessly choreographing their every next big move in life. They just moved. 

They worked, hustled, did what it took to win. They were focused on getting the job in front of them done, rather than simply looking good for those standing in front of them.

But most of all — they just never took themselves seriously. Never. To quote my friend Quincy Jones, “people should never come down with a case of seriousness.” Take life seriously, but never take yourself too seriously. Taking yourself seriously is the kiss of death. My mentor Ambassador Andrew Young once told me that “men fail for three reasons: arrogance, pride and greed.” Enough said.

I have a lot of experience with people who really believe that they’re a somebody, and they’re really exhausting to deal with. It’s a lot of work dealing with someone who takes themselves so seriously. And if they don't change, their doomed. As the age old saying goes, "the first generation makes the money. The second generation spends the money, and the third generation often loses the money."

People tend to feel sorry for the poor, but I actually feel sorry for my rich friends' children. I wouldn’t exchange my life, growing up struggling in South Central Los Angeles and Compton, California, for the privileged lives of my wealthy friend’s kids for all the tea in China. 

Young people who grew up believing that they were ‘somebody’ are suffering from at least four distinct disadvantages in life. 

(1) They never learned how to ‘suffer for the good.’

(2) They were more often than not spoiled rotten, which makes it harder to value a dollar, or even hard work and sustained struggle.

(3) The ‘entitlement’ problem. This is a misguided sense that success is somehow owed to some, which in turn causes you to take your foot off the gas in life and just coast. A perfect work day is then defined as in late, long lunch, and leave early. I always wanted just the opposite of this. Still do. I love to work and to make my own way. Every single day.

(4) Too much private school-only air. Private schools have their value, but if you never went to at least a few years of public school then in my opinion you are really in trouble. Public school is where you learn how to deal with difficult people, diverse environments, and challenging situations. Just like life itself. 

People who believe they are ‘somebody’ are doomed, precisely because they believe they are somebody. A so-called nobody has none of this needless baggage.

Those who have a nobody’s mentality actually have what they need to win, right from the start.

I remember asking Ambassador Andrew Young’s gardener back in 2009, how the global economic crisis was impacting him. He said in response, “I was poor before the crisis, and I’ll be poor after it’s over. It's my depressed rich friends who have all the problems. I feel just fine.”

Or when I went to see my mentor, Dr. Cecil “Chip" Murray, as a young man starting out in business in Los Angeles. I wanted to know ‘why folks were following me,’ and I wanted to know how I could manufacture and replicate even more of this feeling people were getting, so I could get even more attention. His response as usual was brilliant. “If you got it you John, you wouldn’t have it.” 

Murray continued, “…if you got a thing, you would then be conscious of a thing. If you were conscious of a thing, you would be self-conscious of a thing. And if you were self-conscious of a thing, it would be an act, a put on. Not real." He concluded by saying, “John, you’re not suppose to get it. People are following you because you’re real. Because they believe you’re authentic. The minute you get it, you also lose it. Just keep doing you John. Keep being you.” DO SOMETHING.

The power of being a nobody is an asset everyone on the planet owns from birth. It’s your birthright, to fulfill your God given destiny. It’s the new definition of freedom, called self-determination.

And you thought someone calling you a ’nobody’ was an insult.

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A $32,000 Startup That Was Sold for Millions

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I meet entrepreneurs all over the world who think that venture capital is a prerequisite for starting a company. They write business plans and ask for introductions to venture capitalists. I tell them that they should instead bootstrap their startups. That what would have cost millions of dollars a few years ago now costs thousands.

Think about it. Today’s laptops have the same processing power as the minicomputers which cost millions of dollars in the 1980s. For storage, you once needed server farms and racks of hard disks. Today you have cloud computing and cloud storage—and these are cheap.

You can also bootstrap hardware companies like Nest (which Google acquired for $3.2 billion). Sensors such as those in our smartphones would have cost tens-of-thousands of dollars a few years ago. They now cost practically nothing. Entrepreneurs on shoestring budgets can build smartphone apps that act like medical assistants and detect disease, body sensors that monitor heart, brain and body activity, technologies to detect soil humidity and improve agriculture.

Entrepreneurs can also participate in the genomics revolution (here is an article that explains this). It cost more than $100 million to sequence a full human genome about a decade ago. It now costs $1,000. Genome data will soon be available for millions, then billions of people. Anyone anywhere can write computer code that compares one person’s DNA with another; learns what diseases people with similar genes have had; and analyzes the correlation between genomes and the effectiveness with which different medications or other interventions have treated a given disease.

There are similar advances in robotics, artificial intelligence, 3D printing and many other fields.

In 2011, I mentored a startup called Beat The GMAT that figured out how to rebuild and bootstrap itself on just $32,000. The company was acquired last year for millions of dollars by Hobsons. Its founders Eric Bahn and David Park say they are really enjoying their financial freedom and are glad that they took the risk. It wasn’t easy, but was the most incredible experience they have ever had. Below is a version of an article I wrote for Bloomberg BusinessWeek about how they did this. There
 are valuable lessons that you can learn.

After graduating from Harvard Law School in 1999, David Park founded discussion forum service Coolboard.com. It took more than a dozen software developers, product managers, and quality assurance staff 18 months to build the company's core technology. To fund it, Park raised $10 million in venture capital, of which $4 million was spent before the company was launched. It went down in flames in 2003, a casualty of the dot-com bust.

In 2005, Park partnered up with his friend Eric Bahn to launch his next business, MBA admissions social network Beat The GMAT in San Mateo, Calif. Rather than take venture capital, they limited startup costs, spending just $119,000. The site steadily gained traction, but they were nervous that technologies like Facebook and Twitter would make it obsolete. So they chose to make it obsolete themselves.

In 2011, the team decided to rebuild the site and the company. Their goal was to create a social network for business-school applicants that had features such as aggregated GMAT-prep and MBA-admissions news; a way for members to connect with one another; and social gaming elements to keep members motivated. It makes money advertising test prep services. Amazingly, the new site took only four months and cost just $32,000 in total.

I was skeptical when Park and Bahn approached me last year to ask for advice on business strategy for the site. They were convinced they could build a bunch of sophisticated technologies in months—on a shoestring budget. They were determined not to raise venture capital. I had doubts. My two software companies had taken years and cost millions. Yes, technology is much easier to build today than it was during my tech days. But I meet Silicon Valley startup founders every week who tell me about their ideas and their plans; and no one says they can build their products for less than the cost of a BMW 328.

But Park and Bahn did. How? To start with, they crowdsourced the design. Instead of hiring a bunch of marketing people, as tech companies usually do, they asked their user community for volunteers to help conceive a new site. Then they selected a handful of the most eager users and trained them on the basics of Silicon Valley–style product management. Next, Park and Bahn needed to find a designer. They used 99designs.com, which hosts design competitions, for a two-week contest that attracted hundreds of designers, yielding a design they used as the theme for the new site. The contest, prize, and designer's time cost $9,200.

They broke up Web development into two tasks: front-end engineering (turning design artwork into code) and back-end engineering (making the code actually function). They built their technology on top of WordPress, phpBB, and Drupal—free, open-source platforms. Front-end engineering usually requires sophisticated coding done by contractors who earn as much as $100 an hour. Instead, the Beat The GMAT team turned to a service called PSD2HTML.com, which converts Photoshop design files into HTML and CSS code. The cost of this service, at $160 to $220 per Web page, totalled $4,500. For back-end engineering, they hired four developers from Hungary and Ukraine on the outsourcing website oDesk. They paid $15 to $20 per hour. The back-end engineering cost $18,000 in total.

In software development, things don't usually go as planned. Park and Bahn had their share of missed deadlines, buggy code, and product problems. Outsourcing always makes things more difficult, because developers are in different time zones, speak different languages, and don't always understand what is expected of them. It took many sleepless nights and lots of caffeine to surmount these obstacles.

In the result, a company that later sold for millions cost its founder just $32,000 because the relevant technology now is so inexpensive. The ability of entrepreneurs to build sophisticated technologies so cheaply in the Web world is even foreshadowing the marginalization of venture capitalists. Software startups often spend the first few months of their existence polishing business plans and pitching to investors. They can instead be working with smart people all over the world, focusing their energy on perfecting their technologies, as Beat The GMAT did. When a law-school grad (Park) and a sociology graduate student (Bahn) can build successful technology companies, the notion that website founders need computer-programming backgrounds too is outdated.

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This Is The Usually Absent Secret Ingredient of Content Marketing""

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I believe these things:

- The best content is content that people cherish, not content that people tolerate.

 The best content is content that people want, not content that companies think they need.

- The best content is content so useful that people would pay for it if you asked them to do so.

- The best content is a Youtility.

More and more corporations and individuals are starting to espouse and adopt this philosophy, to which I say “thank goodness” and “it’s about time.”

All too often, however, I find that they (and perhaps you?) are missing the secret ingredient of content marketing success….COURAGE.

Content marketing success isn’t about marketing, it’s about courage (tweet this)

- It takes courage to give away something of value without expectation of immediate return

- It takes courage to trust that your customers and prospective customers will reward you with attention and sales and loyalty at some point in the future

- It takes courage to play the long game, not the short game

- It takes courage to create a true Youtility and resist the temptation to put a coupon in the middle of it

- It takes courage to measure impact via correlation and surveys instead of click stream and definitive ROI

- It takes courage to interact with and assist people on a one-to-one basis, because as Gary Vaynerchuk has said: “giving a shit doesn’t scale”

- It takes courage to be a farmer instead of a hunter

Before rushing into a brainstorm session to figure out what nifty content marketing execution you and your company can make, consider whether you have the courage (and the culture that serves as the petri dish for that courage) to stay the course?Because consumers aren’t stupid; they can smell fear a mile away

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   Author: Jay Baer    CONVINCEandCONVERT

I Used The Giant Samsung Phone That Apple Wants To Kill — And I'm Never Going Back To A Tiny Screen Again """

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When I first started using Samsung’s Galaxy Note 3, almost everything about its enormous size annoyed me. I couldn’t text with one hand. It barely fit in my pocket, or didn’t at all. I felt silly holding it up to my ear to talk on the phone. It was the least subtle or elegant phone I’d ever seen.


Even my friends were horrified. I’d plop the Note onto a table or I’d whip it out to take a picture, and anyone I was hanging out with would double-take.

“What is that thing?!” they’d gasp.

I quickly learned that people who don’t write about tech for a living have never heard the term “phablet” — a phone / tablet hybrid, which is what the Note 3 is. It clocks in at a whopping 5.95-inches long and 3.12-inches wide, which is about the width of a Pop-Tart, with a couple extra inches tacked on, length-wise.

Large-screen phones are well on their way to becoming the “next big thing,” even though many people still think that they’re ridiculous-looking. Analysts estimate that nearly one-fourth of smartphones shipped world-wide in the third quarter of 2013 had displays of 5 inches or more, with that number set to increase (giant phones are especially popular in the burgeoning Asian market).

Rumor has it that even Apple is planning an upgrade for iPhone 6, from its four-inch display to something bigger. If a big-screen iPhone happens, it will be because the Samsing's Galaxy phones proved that consumers want big screens. Thus the prospect of a big-screen iPhone 6 is the No.1 threat to Galaxy
The Beginning
I’ve been an Android person for several years now (I initially switched from the iPhone for price reasons when it broke between upgrades, but I stayed for the customization and integration). I’ve been using a phone with an average 4.3-inch display. But now, having switched to the humongous Note 3 for several weeks, I don’t want to go back to a small-screen phone ever again.

Eventually, other less-obvious pros started becoming apparent. In general, the camera on the Note 3 kicks ass, but even if it wasn’t inherently light-years ahead of my old camera, it would still benefit from the huge screen. Not only could I frame each shot much better, but it was easier to put the camera’s focus on exactly what I wanted. I really stepped up my QuizUp game because, with so much screen real-estate, it was nearly impossible to flub a quick tap and press the wrong answer. If I was a Flappy Bird fan, I know that I’d have a much easier time keeping the creature aloft and I’m sure the Candy Crush experience would be divine.

Even something as simple as scrolling through my Twitter feed was a more enjoyable experience with 5.7-inches of reading room. Oh, and did I mention that my Snapchat art became a lot more ornate? (Samsung’s Galaxy Note phones come with the “S Pen,” a sort of stylus on steroids, which lets you make detailed drawings on the huge screen, among a million other things.)

Once I started using Swype (an Android keyboard that lets you type without lifting your finger between letters), I actually mastered using the Note one-handed and was texting twice as fast. I feel like I could write a novel on the Note 3, or at least a Business Insider article.

At first, answering phone calls on the Galaxy felt like the most awkward thing ever, because it looked like I was holding a brick up to my head. But guess what? Bricks are exactly the right length to extend between your ear and your mouth! I swear, when talking on the phone with the Note 3, each call was clearer.

To anyone who says that they wouldn’t like using a big phone before ever trying one, I urge you to reconsider. A huge phone like the Note 3 provides an amazing overall experience. Everything a little phone can do, a big phone can do better, besides fitting in your pocket. After using the Note 3 for several weeks, I can confidently say that that tighter fit isn’t even remotely a game-changer.

CONVERTED
To anyone who says that they wouldn’t like using a big phone before ever trying one, I urge you to reconsider. A huge phone like the Note 3 provides an amazing overall experience. Everything a little phone can do, a big phone can do better, besides fitting in your pocket. After using the Note 3 for several weeks, I can confidently say that that tighter fit isn’t even remotely a game-changer.

At this point, I’m downright rabid about how much I love using Samsung’s Galaxy Note 3. Every time I have to go back and do something on my tiny-tiny phone, I balk in horror at how small everything looks, frantically wondering how soon until my next Verizon upgrade so I can buy one to use permanently. In short, I fell in love. You may think that the nearly 6-inches look foolish at first, but, trust me, bigger really is better.

If Apple doesn’t actually end up releasing a big phone this year, it’s going to be left in the dust as more people decided switch to Samsung and others to get their big-phone fix.

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Source: BusinessInsider      Author: Jillian D"Onfro

HOW TO STAY UP-TO-DATE ON SOCIAL MEDIA FOR BUSINESS TRENDS"""

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In the past ten years, social media has changed the way that businesses communicate with their audiences. Research shows that a significant number of people use social media to follow their favorite brands. According to a survey conducted by The Social Habit, 53% of those who follow brands on social media show more brand loyalty. This medium of communication has proven very effective, and also very dynamic. Shifts occur so often in the world of social media that whole websites exist just to keep track of them all. If you’re convinced of the power of social media for reaching audiences, yet are a bit befuddled when it comes to how to keep up with it all, then this guide is for you.

why social is great for brands

Needless to say, B2C commerce has changed a lot in the past decade. For a long time, brands depended largely on traditional advertising mediums, celebrity endorsements, and other gimmicks to get their message in front of potential customers. Then, they’d initiate the hard sell in order to close the deal. While these tactics still have their place in the business world, today’s consumers desire information and two-way communication more than ever. Consumers want to know all about the products and services they’re spending money on, and they expect brands to oblige them. Social media facilitates this by creating a platform for exchanging ideas. Information flows freely and easily across social media platforms, and allows brands to reach a large number of people with little effort. It puts everyone on a level playing field. Whether you’re a mom and pop shop or a multi-national corporation, you can reach your audience using the same technology. Social media is also free to use, and you can’t get more cost effective than free.

The downside to all of this is that since social media is so accessible, literally anyone can create a Facebook page and call themselves your competitor. Also, as mentioned above, social media is ever evolving and sometimes difficult to keep up with. Terms like “social graph” and “sponsored tweets” often pop up literally overnight. Staying ahead of the curve can seem daunting, but there are a number of ways to effectively keep on top of social media for your business.

track blogs

There are a number of great blogs that will keep you up to speed when it comes to social media for business. Social Media Today brings together news and commentary about all things social media, and also related topics like content marketing and blogging. Social Media Examiner is another helpful source of social media marketing information. TechCrunch and Mashable are both highly respected blogs about internet and technology trends. The best way to keep track of these and other blogs is to sign up for an RSS reader like Feedly or Newsblur. These user-friendly platforms allow you to track multiple RSS feeds, therefore keeping you in the social media loop.

Follow The Right Accounts


Using social media to stay on top of social media is pretty intuitive, and also quite effective. If you know who to follow on Twitter, then you’ll have pretty much all the news you need in your Twitter stream. Social Media Examiner, TechCrunch, and Mashable all have Twitter accounts, as do notable social media mavens like Jeff Bullas and Heidi Cohen.

Google Alerts

Google Alerts is a great tool for keeping your ear to the virtual ground. All you do is enter the keywords you would like to track (e.g, social media for business, social media trends), and you will receive regular emails with the top results for your keywords. You can choose the frequency of the emails, and also control how many results that get returned to you.

attend conferences and expos
Catching up on news from the convenience of your home or office is great and all, but nothing beats going straight to the source. Conferences and expos give you the chance to do just that. Plus, they give you a chance to network with social media insiders and other business owners. Annual conferences like the well-known Search Marketing Expo (SMX) usually feature high profile speakers and guests that are on the cutting edge of social media trends. If you or your company have a vested interest in social media, then attending at least one conference a year is a worthwhile investment.

local meetups

If you can’t afford a conference this year, or if you simply prefer not to travel, then attending a local business meetup might be a better choice. Meetup.com has tons of meetups to choose from depending on your location. You can also contact your local chamber of commerce to see if they’ll be hosting any meetings about social media, or see if any professional advertising or marketing organizations have chapters in your area (e.g, the American Advertising Federation).

intra-office updates

If you have a team of people involved in your business’ social media efforts, then it’s a good idea to hold regular meetings so that everyone is on the same page. It’s a good time to talk about the company’s digital marketing campaigns, as well as update each other on news and tidbits. This is also a good way to clue other team members in who may not know much about social media marketing.

Social media is booming, and it certainly shows no signs of slowing down. Sites like Facebook, Twitter, Pinterest, and Google+ allow brands to share information and increase customer engagement on a whole new level. Luckily, you have lots of ways to stay on top of the latest social media developments, though the best way to learn will always be to dive in and try it for yourself.

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Source: BlueHost

ADOBE ILLUSTRATOR CS5 TUTORIAL""" By: Derek Banas

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In these two video’s I show you how to use Adobe Illustrator CS5. I created this tutorial because of a request from DeathByKazillion.

Adobe Illustrator Tutorial & Review Part 1

Here I cover every new feature available with Illustrator CS5 and provide a review.

I cover specifically:

1. Bristle Brush
2. Perspective Tool
3. Creating Custom Brushes
4. Live Paint
5. Live Trace

If you like videos like this tell Google To make me extra happy, feel free to share it

Adobe Illustrator Tutorial & Review Part 2

Here I show you how to convert a jpeg or any image into vector art / EPS with Illustrator CS5. I also cover:

1. Rasterizing Images
2. Live Trace
3. Live Paint
4. Live Paint
5. Convert Muli-color Image into Vector Art
6. Working with Text Tool’s
7. Using Gradients
8. Using Strokes
9. Using the Knife Tool
10. Cleaning up Vector Art
11. And a bunch more in just 9 minutes

Adobe Illustrator Tutorial & Review Part 3
Here I show you how to use every other tool available with Illustrator CS5. I also cover:

1. Line tools
2. Shape tools
3. Layers
4. Colors
5. Text
6. Art boards
7. A bunch of random tip’s and trick’s

That’s All Folk’s

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Why Snapchat is Valuable: It's All About Attention"""

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Most people who encounter a link to this post will never read beyond this paragraph. Heck, most people who encountered a link to this post didn't click on the link to begin with. They simply saw the headline, took note that someone over 30 thinks that maybe Snapchat is important, and moved onto the next item in their Facebook/Twitter/RSS/you-name-it stream of media. And even if they did read it, I'll never know it because they won't comment or retweet or favorite this in any way.

We've all gotten used to wading in streams of social media content. Open up Instagram or Secret on your phone and you'll flick on through the posts in your stream, looking for a piece of content that'll catch your eye. Maybe you don't even bother looking at the raw stream on Twitter. You don't have to because countless curatorial services like digg are available to tell you what was most important in your network. Facebook doesn't even bother letting you see your raw stream; their algorithms determine what you get access to in the first place (unless, of course, someone pays to make sure their friends see their content).

Snapchat offers a different proposition. Everyone gets hung up on how the disappearance of images may (or may not) afford a new kind of privacy. Adults fret about how teens might be using this affordance to share inappropriate (read: sexy) pictures, projecting their own bad habits onto youth. But this is isn't what makes Snapchat utterly intriguing. What makes Snapchat matter has to do with how it treats attention.

When someone sends you an image/video via Snapchat, they choose how long you get to view the image/video. The underlying message is simple: You've got 7 seconds. PAY ATTENTION. And when people do choose to open a Snap, they actually stop what they're doing and look.

In a digital world where everyone's flicking through headshots, images, and text without processing any of it, Snapchat asks you to stand still and pay attention to the gift that someone in your network just gave you. As a result, I watch teens choose not to open a Snap the moment they get it because they want to wait for the moment when they can appreciate whatever is behind that closed door. And when they do, I watch them tune out everything else and just concentrate on what's in front of them. Rather than serving as yet-another distraction, Snapchat invites focus.

Furthermore, in an ecosystem where people "favorite" or "like" content that is inherently unlikeable just to acknowledge that they've consumed it, Snapchat simply notifies the creator when the receiver opens it up. This is such a subtle but beautiful way of embedding recognition into the system. Sometimes, a direct response is necessary. Sometimes, we need nothing more than a simple nod, a way of signaling acknowledgement. And that's precisely why the small little "opened" note will bring a smile to someone's face even if the recipient never said a word.

Snapchat is a reminder that constraints have a social purpose, that there is beauty in simplicity, and that the ephemeral is valuable. There aren't many services out there that fundamentally question the default logic of social media and, for that, I think that we all need to pay attention to and acknowledge Snapchat's moves in this ecosystem.

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3 Technology Trends Your Company Can’t Ignore"""

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Technology is evolving…fast. For that reason, it’s imperative that your company be focusing not just on the changes that are happening today, but also on the technological trends that are emerging and shaping the future of your organization and your industry. Why? Because the more anticipatory you can be in regard to technology, the more creatively you can use it to gain competitive advantage.

As someone who has been accurately predicting the future of technology for over 30 years, I urge all leaders to focus on the following three trends that are emerging and reshaping the business landscape, as we know it.

1. Just-in-Time Training
Thanks to cloud-based technology, we’re on the brink of a revolution in just-in-time training. This will enable people to use their laptops, cell phones, and tablet computers as a tool to receive training precisely when they need it. In the current training model used by many organizations, people receive training for a variety of things before they actually need the expertise, thus taking the people away from their jobs and costing the company a lot of money. With just-in-time training, companies can keep people in the field or in the office without the specific training. Then, when the person needs a certain skill set to complete a job or do a task, he or she can receive the training for it in real time via cloud-based technology.

For example, suppose your IT staff has to install some new hardware at all your company’s office locations. The hardware is brand new, complex, and requires special installation procedures. Rather than taking your IT staff out of work and putting them in a training course, you keep them on site without the specific training. Then, when they have to install the hardware or troubleshoot it, they can receive the training on how to do so in real time via their mobile device as they are installing or servicing the hardware.

Now, let’s take this trend a step further. Suppose the IT professional is using the just-in-time training module via his tablet computer. But he’s still confused about a certain aspect of the installation. All he has to do is touch the “help” icon on his screen and it immediately connects him to a master trainer live on the screen. But instead of just telling the master trainer what the problem is, the IT person can put on a headband that has a camera on the front, much like the headbands with a light on the front that people use for camping or car repair. By wearing this digital, high-resolution camera that interfaces with the mobile device, the IT professional can show the master trainer exactly what the issue is. Now that master trainer can see what the IT person sees and can tell him exactly what to do. The master trainer can lead the IT professional through the installation as if he were standing right there. Talk about a dramatic savings and increase in efficiency!

Realize that using cloud-based technology for just-in-time services goes way beyond installation and repair. It could be used to train people on new software, train salespeople on product upgrades, instruct employees on new policies and procedures, etc. And it’s different and better than a standard tutorial, because the training can be accessed via any device, anywhere, and at anytime…and it offers an option for live help. In reality, the applications for cloud-based, just-in-time services are virtually limitless.

2. Processing Power on Demand

The increased bandwidth that our mobile devices now receive enables us to connect to the cloud-based technologies easier and faster than ever before. And one thing we know about bandwidth is that it will continue to increase. Because of this, we’ll soon be able to take advantage of another trend that I call processing power on demand—or virtualized processing power.

We have already virtualized so many things. We have virtualized storage where we can store our data on a cloud-based network. Many companies choose this option for data safety and ease of backup, as well as for the ability to access the data via any device. We have virtualized our desktops so that we can see our desktop on anyone else’s machine, just the way it’s supposed to look.

It only makes sense, then, that processing power will be virtualized too. In other words, a mobile device only has a certain amount of processing power. But if you can tap into additional processing power via cloud-based technology, you can turn your mobile device into a super computer where you can do advanced simulations and crunch different data streams together to get real time analytics. Now your handheld device is as powerful and advanced as your desktop. Imagine the increase in productivity if each of your company’s employees had the capability to do complex work that required advanced processing power while they were on the road, armed with nothing more than their mobile device. What would that shift do to your company’s bottom line?

3. Creative Application of Technology
For both of these trends and others to fully emerge, business leaders have to consider what their people would do with the technology. It’s no longer enough to just deploy technology; you also have to consider how your people can creatively apply the technology in order to gain competitive advantage.

Therefore, you need to go to your internal customers (all the people using the technology in the enterprise) and ask what they want technologically. Give them what they ask for, but realize that they will under-ask because they don’t know what’s technically possible. So while you want to listen to what people in the organization are asking for and give it to them, realize that what they’re not asking for is the bigger and better capabilities—the things they don’t even know are possible.


This is about putting existing technologies together and using them in a creative way. For example, there are literally thousands of features in Microsoft Word that you can select. Most people are using only seven to ten features. And your competitors are using the same features, which means you’re not getting any true competitive advantage. So you need to ask, “What features would be great for our sales group [or HR, or accounting department, or logistics people, etc.] to use—features that are so buried in the software that no one knows they exist?” Most IT departments won’t ask those questions because they’re too busy making sure everything is connected, working well, and safe. And if they’re not asking, who is? Who in your organization is looking at the tools you already have and asking if they are being underused? Chances are the answer is “no one.” As such, it’s safe to say that all your tools are underutilized.

Therefore, you need to implement a communication vehicle that engages the different groups you serve in the enterprise—such as sales, logistics, purchasing, accounting, HR, etc.—and you need to engage them in helping them understand the power of the tools they have access to. One suggestion is to automatically show them a “feature of the day” and how it can make their life easier. This is about giving them information in short, fun, engaging ways rather than a hundred-page document detailing all the features (which no one will read anyway). Some software programs have such features where you get a tip per day. Perhaps you can customize that idea and apply it internally so that the different groups get information tailored specifically to them and their needs.

Create Your Company’s Future
Many business leaders will say they are too busy to address any of these trends. But if you don’t address them, who will? Ultimately, whoever drives these trends within an organization will be perceived as a significant contributor to the enterprise—someone worth keeping…and someone with high value in the marketplace. When that someone is you, you can drive results to the bottom line and be a key contributor to the organization’s success

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