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Ipinapakita ang mga post na may etiketa na Content Marketing. Ipakita ang lahat ng mga post
Ipinapakita ang mga post na may etiketa na Content Marketing. Ipakita ang lahat ng mga post

Biyernes, Abril 4, 2014

Is Your Business Writing Holding You Back?



"I'm talking to you instead of drowning my sorrows in a pint of Chunky Monkey ice cream," said Tanya on the phone.

"That's a great flavor!" I said. "Which sorrows are you trying to drown?”

"I was so close on a great job," Tanya groaned. "I had two interviews. After the second one the recruiter said 'They love you! You're a finalist.' She said they’d want a writing sample. Someone in HR sent me an email message with the writing sample requirements in it

I wrote the sample last night and sent it back to them. I thought it would be fine. Then I got a no-thank-you letter this morning. The headhunter just called me and said 'They said they loved you, but it's a position with a lot of writing in it.' I'm devastated."

"I'm so sorry, Tanya!" I said. "Do you want a job with lots of writing in it?"

"I'd kill for one," she replied. "I'm sure I didn't make any spelling or grammatical errors in my sample. What else could they have been looking for?"

Business is changing fast -- faster than I've seen it change in thirty years. Business writing is changing, too.

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Stuck for words: 5 things not to say when a person is grieving.


Grief can happen at the least expected moments, it might be a teenager who has had his or her young heart broken, it might be someone who has just been diagnosed with a life threatening illness, someone who has lost an animal companion, someone going through a divorce – or who is grieving the death of a loved one.

Grief can take place anywhere, anytime and suddenly. We can be going along our merry way then suddenly something happens and our world is taken from us. Most people have no idea what to say or how to support someone in grief. We slip into general statements such as “Time will heal,” when right in that moment time may seem like a strange notion for the person grieving.

When my sisters’ husband died suddenly at the age of 38, and she was left to raise her 2, 4, 6 and 8 year old children on her own; she confided in me a few weeks after his passing “People miss him terribly and they try to say the right thing – but actually all they talk about is how sad they are – I find myself supporting them in
their grief rather than the other way around.”

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How To make Email Newsletters Awesome


Just recently, I have received some really bad and I mean really bad email newsletters from people and companies that I subscribe to and because some have been shockingly bad, I thought it would be a good time to give some pointers if you are not absolutely happy with your own.

We all work very hard creating email lists because as a marketing tool, they still really work and as long as you have the subscribers' permission, you own the list. Compare that to gaining huge amounts of fans and followers that you really don’t own if the platforms ever died, so always grow the two together

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Martes, Marso 25, 2014

Thinking Like A CEO And A Founder Can Help You Be Better At Your Job




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I’m in the fortunate position of being both a founder involved in the day-to-day operations at Trulia, and the CEO. There’s nothing else I’d rather be doing, and I realize that my work provides me with a relatively unique perspective. Some situations require me to think more like a CEO, while other situations call for the passion of a company founder. But I think appreciating both perspectives can help you in your career.
As Trulia grew rapidly over the years, and we began to seriously think about a public offering to address the large opportunity, I began to seek out the advice of various mentors, including people on our board and other trusted, experienced executives. I wanted to know if I should look at my job differently, as we approached such an important juncture.
One piece of advice that stuck with me was that once Trulia went public I would have to be able to think more like the CEO of an established company in addition to the approach I learned as company founder. As founder, I had been keenly interested in the culture of Trulia and its products since the beginning, and I remain so today, but the transition of the company involved new demands in my role. Growing to meet the new challenges of the job is something that almost every founder will meet. And because of it, as startups grow it’s not uncommon for companies to hire a CEO from outside the company who has a proven track record leading public companies or is especially adept at specific things the company needs, such as securing funding.
My mentors and others have helped me immensely in learning how a CEO manages a company versus how a founder might typically lead a startup. Ultimately there are pros and cons to each approach.
As I’ve gone through this process, it has made me think about the two skill sets, which aren’t mutually exclusive, but are certainly distinct. Each approach contains important perspective that any employee can incorporate into how they look at their job and career, especially in the larger context.
I generally associate the following attributes to successful company founders, but I realize that there is variation based on the individual.
  • An overriding obsession for the product: This is something that can drive many product managers and engineers wild, but founders are often heavily invested in the product. Steve Jobs probably best exemplifies this.
  • Deep understanding on and influence of company culture: Founders have been in the trenches since the beginning, so they have unique insight on the culture as well as the company’s challenges, its employees, and its relationships with partners and customers. The founder can apply deep contextual understanding and cultural knowledge to situations and decisions.
  • Emotional commitment: This attribute can frankly cut both ways. Sometimes it’s best for an executive to let go, and sometimes extra determination is needed to get things done. You can count on getting this from founders.
  • Willingness to make hard decisions: Successful CEOs need to be able to quickly make hard decisions. These can make or break a company.
  • More logical than emotional: CEOs need to have a heart, but they have to stay focused on the facts, and make decisions accordingly.
  • Ability to prioritize and focus: As a company grows, opportunities and challenges expand exponentially. Successful CEOs understand where to focus their attention and how to leverage their teams to move the business forward.
Unfortunately, there’s usually not one answer for the lens you should be using to address a work challenge. I’ve found that it’s useful to think from both perspectives during the same day or even the same meeting. But the exercise of thinking in this manner in itself should help you as you take on the daily challenges of your job.
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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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Lunes, Marso 24, 2014

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

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 This Is The Usually Absent Secret Ingredient of Content Marketing

I believe these things:


Inspired by Youtility This Is The Usually Absent Secret Ingredient of Content Marketing
- 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