Tuesday, January 13, 2015

12 tip sukses bisnis Anda

12 Tips for a Successful Business Mindset.

What’s it take to be successful in business. So many books and messages have been produced on how success starts in in the mind.
Napoleon Hill wrote decades ago on how if the mind can conceive and believe, you can achieve. So much of what it takes to achieve success begins in your mind. This is such a simple concept, but yet hard for most to put into use.
Your business mindset makes all the difference in your success. I wanted to share my top business mindset tips that can lead you to greater business success.
Your Business Success Mindset

My 12 Tips for a Successful Business Mindset

1. It’s all starts in the mind. Denis Waitley said it this way; “The mind always moves you toward your current dominant thought.” You have to put your business goals and action plan in your mind daily.
2. Dream big! You deserve it. Visualize your dreams and go over them daily. Don’t just sluggishly review your goals, but review your goals and visualize yourself already having achieved them. Dream them and see them in your mind. Make time each day to Dream Big!
3. Give out to others. Help others and it will return to you. Many great leaders have emphasized how one’s success is directly proportional to how many other people one helps succeed.
4. Be upbeat and positive in all your writings and communications. Today’s business is about relationships, and no one wants to have a relationship (do business) with someone who is negative and down. Be positive!
5. Be Thankful! When someone helps you out, thank them. Business success is often a team effort. You help others and they help you. When someone helps you, Thank them.
6. It’s OK to be wrong, it’s ok to admit it. We all are wrong at times, in things we say or do. People will respect you more if you admit it and get on with life.
7. Don’t put yourself down or beat yourself up. Your past is your past, make today and the rest of your life better and don’t worry about what might have been yesterday.
8. Surround yourself with Successful People! Follow those you know are successful in what your want to succeed in. Get to know them and contribute to their success. The more your associate yourself with and surround yourself with successful people the higher you will rise to success.
9. Have an Abundance Mentality. There is plenty of success to be had by anyone who goes for it. More and more millionaires are made every year. There is no reason you shouldn’t be one of them. Believe in yourself and your ability to achieve abundance.
10. Take ACTION! Massive Action brings Massive Results. Don’t wait until things are perfect; They never will be. Take action, every day. Move forward in your business.
11. Have Balance! Business success takes a lot of work, so work hard. But have balance in your life. Take time for family and friends. Find time for yourself. Don’t get burned out. Have balance!
12. Never Quit! Never Quit! Never Quit! Did I say, Never Quit??? It’s worth the effort today so you can live your dreams tomorrow. Never Quit!
If you thought this was helpful, please share it on your social networks. Thanks!
Here’s to your success!
Jerry D Ross

Tuesday, December 30, 2014

The 9 Marketing Disciplines of Great SaaS Companies


venture capitalist at redpoint

The 9 Marketing Disciplines of Great SaaS Companies

Bill Macaitis, the former CMO of Zendesk, articulates how a SaaS marketing team should operate better than anybody else I've met. At a recent Point9 conference, Bill outlined the 9 marketing disciplines of great SaaS companies and how they fit together to create a marketing powerhouse. I've copied my notes from Bill's talk below.

Ops & Analytics Team
The operations and analytics teams is the first marketing team every SaaS company should build because this team you erects the experimental infrastructure for determining which marketing tactics are viable. Over time, it also becomes the largest team.

Zendesk employed a combination of products to build this infrastructure including Convertro, Google Analytics, Infer, Optimizely and DemandBase. This team employed sophisticated attribution models to understand precisely how many impressions and the types of impressions were required to catalyze a conversion to paid event.

In addition to managing the experiments of performance marketing, the Ops and Analytics team measures qualitative metrics like net promoter score, aided and unaided recall, and sentiment analysis of the brand. These qualitative analyses provided Zendesk insight into the top five reasons users recommended product and the top five reasons users didn't convert to customers, informative data for adjusting marketing tactics and guiding the product roadmap.

Customer Evangelism
Zendesk's strong brand enabled its efficient growth. Bill's team built the brand by investing in long term initiatives like customer evangelism and content.

Bill tasked the customer evangelism team with three goals. First, to identify evangelists; second, to nurture relationships with them; and third to leverage their enthusiasm for the product to drive awareness and ultimate conversions.

For example, this team would mine the results of the net promoter score surveys for people who self identified as evangelists. The customer evangelism team would build a relationship with them and eventually ask them to write reviews, speak, or for customers on the company's behalf, creating a huge library of positive reviews all over the web.

Bill frames the value of the brand incredibly well. In his words, "A brand is the sum total of all interactions a customer has with the company. I never want a customer's first interaction with a product to feel like visiting a used car salesman. In SaaS, that means the first visit is the pricing page."

To ensure this didn't happen, Bill and his content team devised a content marketing strategy that mimicked the buying process of their target customer. The team created content (text, audio and video) for the top, middle and bottom of the funnel. Top of the funnel content focuses on industry questions like the Top 5 Trends in Customer Support, or the Top 10 Interview Questions for Support Teams. Top of the funnel content identifies Zendesk as a helpful resource in the ecosystem to future customers.

Middle of the funnel content introduces the company and some of the key value propositions that solve tactical challenges for customers. Bottom of the funnel content focused on a specific features in the product that would trigger a conversion to paid event.

Creating content at scale is challenging. So, much of the inspiration for the content came from interviews with different team members within the company. In addition, content is the second largest marketing team at Zendesk.

The third largest team is paid acquisition. Many SaaS companies equate paid acquisition to marketing. In Bill'n view, this is short-sighted. Paid is just one part of the nine disciplines of marketing.

Zendesk used paid acquisition to target and saturate a particular vertical, geography, customer segment, or company. The Ops and Analytics teams' infrastructure enabled the company to quickly determine which channels worked to drive leads and which built brand equity.

Zendesk used video frequently because it was less competitive than SEO/SEM. They also advertised on the search "Zendesk alternatives" by creating a fictitious alt rock band called Zendesk Alternative. The video went viral, further bolstering the brand.

Website/Conversion Team
Known better know as growth hacking, the Website/Conversion team is a group of front-end and back-end engineers optimizing the various funnels potential users may go through, by creating referral program, testing new designs on the website and experimenting with incentives.

Product Marketing
Zendesk's product marketing team focuses on understanding customer needs, segmenting the market and developing pricing plans to meet their needs.

When Zendesk moved into the enterprise, the company tested substantially higher price points. Like other Veblen Goods, Zendesk's product increased in demand as the team increased the price point. The higher price conferred a greater perception of value and quality to enterprise customers accustomed to paying large amounts for software.

Lifecycle Nuturing
The typical enterprise customer will have 10-30 interactions with a company before buying software. And because of upsell and cross-sell after the sale, more than half of the customer's revenue potential occurs after the customer starts to pay. The lifecycle team strengthens the companys' relationship with the customer throughout this lifecycle.

Zendesk marketed to existing customers most effectively by building an internal a messaging platform within their product that allowed very granular targeting and segmentation of their users. For example, if a user checks the reports tab frequently and a new advanced reporting feature were released, they might receive free access for 30 days to the advanced reports.

The marketing communications team is a PR team managing the brand strategy, brand narrative and the public relations of the company.

Zendesk structured their international team differently than most companies. They hired native speakers of their target countries to work at headquarters in San Francisco. Keeping these marketers at HQ enabled them to stay connected to the company and feel empowered rather than isolated.

The field marketing teams complemented the HQ-based marketing teams. But these field marketing teams focused more on user activation, sales enablement and training, rather than feature announcements and content.

Bill has built marketing teams at four very successful companies. It's plain to see why. He has mastered the structure, organization and management of large scale marketing teams that balance performance advertising and brand building, top and bottom of the funnel, product marketing and growth hacking.


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Sunday, December 28, 2014

Mengapa Startup gagal ?

Pertanyaan yang sama, pernah saya lontarkan ke diri saya sendiri, waktu memulai ini beberapa tahun yang lalu, di 2005 tepatnya. Tapi saya perhatikan, hingga sekarang masih valid apa yang ditampilkan dalam gambar dibawah ini.

Monday, December 22, 2014

Big Data: Faster. How Sisense’s Crowd Accelerated Analytics platform can boost the banking world - International Banker

Untuk dunia finansial, gunakan Sisense untuk analisa beragam data.

Big Data: Faster. How Sisense's Crowd Accelerated Analytics platform can boost the banking world - International Banker

Big Data: Faster. How Sisense's Crowd Accelerated Analytics platform can boost the banking world

By Leron Kornreich, Communications Director, Sisense

Financial institutions and banks know what to do with traditional data. They've been using and processing huge amounts of data long before anybody was talking about Big Data, yet the financial world has been slow to join the Big Data revolution. The banking world is often described as conservative, and, until recently, hasn't been quick to adopt technological solutions to solve financial problems.

All that could be about to change. Sisense, the Big Data Company, with offices in Israel and now NYC, offers a faster, cheaper solution to data processing issues facing banks and large financial institutions. At the Strata+ Hadoop World Conference in NYC last month Sisense unveiled the latest version of their Prism BI tool- Prism 2.0 in-chip technology with Crowd Accelerated Analytics. This means that whilst other data analytics tools slow down trying to information, Sisense's Prism speeds up the more queries it has to deal with, even if they aren't under the same query. "While other solutions get clunky and costlier as load increases, SiSense Prism gets faster and overcomes the increased expenses associated with slow-downs," says Amit Bendov, CEO, SiSense. "It's like we're breaking the laws of physics. We call it power querying."

Non-traditional data sources

Big Data Analytics Solutions, such as Sisense can pull huge amounts of data, including from non-traditional sources including social media and search engine queries, and can process it to help financial institutions gain greater insight into their customers, and into their transactions. Most Big Data solutions slow down when processing huge amounts of data, resulting in processing that is costly and slow. Prism 2.0 Crowd Accelerated Analytics maximises data processing, both from traditional and non-traditional sources for banks and other institutions with large-scale financial data, allowing different team members to query and process the same data set without slowing down the processor.

Improved customer relationships, better risk management

Big Data Analytics such as SiSense Prism 2.0 offer financial institutions the possibility of improving their customer relations, by using non-traditional data to understand their customer behaviour. By collecting data both from social media and google search a bank will better understand it's online reputation, and how better to offer their customers what they are looking for.

Big Data also helps banks and other financial institutions with their risk management. Combing social data, news sources and other available information together with tradition financial data the bank may hold allows them to get a clearer picture of transactions, and the risk they involve. Big Data is vital for traders, and other financial professionals deal with high-risk transactions, and the speed the data is processed is crucial to financial success.

Big Data Analytics may offer a boost to the financial world, but processing all that data gets expensive, and when dealing with the massive data input of the banking world, any established data solution was bound to be slow. Cue SiSense's release of Prism 2.0 last month. Now Big Data solutions are quicker, because the more data is inputted the faster the results will be. SiSense's Crowd Accelerated Analytics are a revolution for the banking word precisely because the product can handle massive data, whilst maintaining optimum speed, even for complex queries.

Unlike some enterprise BI products, Prism 2.0 In-chip technology is relevant to financial organizations and institutions of all sizes. SiSense is democratizing Big Data Analytics by pioneering a new approach that enables organizations of all sizes to make sense of their data. SiSense Prism™ — powered by Elasticube™ technology — delivers unmatched performance, agility & value. With customers in 49 countries, including global brands like Target, ESPN, Merck and NASA, SiSense was recently recognized as one of the "10 Most Innovative IT Ventures" at Under the Radar and designated a company to watch by Information Management and Prism won the "Audience Choice" award at the O'Reilly Strata Conference.

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Sunday, December 21, 2014

15 IT Trends for 2015

Check this out.

15 IT Trends for 2015

Posted by Sarah Lahav on Thursday, 11 December 2014 in Technologies
15 IT Trends for 2015

To shepherd in the New Year I've created a list of 15 IT trends for 2015. They're in no particular order, and most are not new – they're just more relevant in 2015 given the long lead time for mass corporate adoption of new technologies, practices, and thinking despite what industry pundits get excited about and predict…

Increased automation. There's no escaping that people costs continue to be a big part of total IT costs. The use of cloud services will continue to reduce this (with cloud service providers achieving lower costs through both economies of scale and the use of automation) but there is still a need to reduce human touch points, and the associated costs, within corporate data centers and operational environments – with speedier delivery and fewer human errors secondary benefits. 2015 will see even greater automation adoption by corporate IT organizations under pressure to reduce costs and better demonstrate business value.
Continued cloud adoption. IT organizations will continue to move IT services (whether buying SaaS, IaaS, or PaaS) to third-party cloud service providers. Security will continue to be a cause for concern, especially as the media's breach article frenzy continues. However, the ability to integrate (with existing on-premise and newer cloud services) – and have always-up service availability – will rise to be two very practical concerns for enterprise cloud adoption. From an IT management point of view, organizations will need to continue to seek out people with the ability to manage suppliers and service delivery. Nonetheless, IT will continue to head to the cloud in 2015.
The growth of hybrid cloud. Only the foolish ever thought that large enterprises would move everything from the corporate data center to the cloud. Yes, new companies might be able to rely on third-party cloud service providers but for those with a long business and data center history, and sensitivity to storing certain types of information in the public cloud, it was never going to be the case. The hybrid cloud, defined by global analyst firm Gartner as "a combination of private, public, and community cloud services," will continue to rise in popularity during 2015 as organizations look to get the best from both private and public cloud.
The BYO epiphany. This is where corporate IT organizations finally wake up to see that Shadow IT, BYOD, or BYO-anything is not being driven by consumer IT and cloud service providers but by the corporate IT organization's inability to meet stakeholder and user expectations across usability, cost, service, and agility. The 10 years of Consumerization of IT talk, with a focus on consumer gadgets, has thus been a red herring – hiding the true root cause of customer discontent with existing IT supply. Post-epiphany, corporate IT organizations will need to change; and change quickly.
Greater focus on IT costs. It's inevitable. It's been over 10 years since business colleagues buying consumer products and services first started to question why they receive lower spec IT equipment at a higher cost from the corporate IT department. And now as companies require more and more technology to function, especially those that are transforming to digital enterprises, those IT costs will continue to rise. The increased use of third-party service providers (cloud or IT services) will reduce the burden somewhat but it will not be enough for IT organizations to escape the scrutiny of the CFO and CEO, and the need for greater financial stewardship during 2015.
The increased focus on costs will drive a focus on assets. IT asset management has long been a poor relation to corporate IT service management activities and investment. In some ways, the lack of business scrutiny as to why IT costs so much, has allowed corporate IT organizations to be lackadaisical in their asset management. But those days have gone, or are quickly coming to an end, with 2015 finally seeing corporate IT organizations looking to physical and software assets as ways of reducing and optimizing costs.
IT service management models will trifurcate. The focus on delivering consumer-like service experiences and the extension of IT service management capabilities to other corporate service providers such as HR, facilities, and legal through enterprise service management, will cause IT service management as a discipline to divide into, and to evolve at different speeds within, two different schools of thinking. There will be traditional IT service management, enterprise service management, and then both with an emphasis on better meeting customer expectations around not only the consumed service but also the service experience. 2015 will see many corporate IT organizations at a crossroads as they chose which of the three service management roads to take.
The need to manage more complex IT supplier environments. This need will continue to grow as enterprises exit outsourcing deals that have failed to deliver against expectations of service improvement, cost savings, and innovation. In 2015 the need for service integration capabilities, often called service integration and management (SIAM) or multisourcing services integration (MSI), will come to the fore. And this will happen not only for larger organizations replacing previously outsourced scenarios with multiple suppliers but also smaller organizations needing to manage a portfolio of third-party, often cloud service, providers.
Continued mobile pervasiveness. Continued improvements in anytime, anywhere, any device access to data and services will continue to drive the need for better mobile apps and experiences, and the use of personal devices for work purposes. Not only will this dictate the need for better service and app design and delivery, and more intelligent approaches to BYOD, but also the need to consider the security implications of mobility such as data segregation issues – with personal and business data and applications isolated from each other on the same device.
Wearables and the quantified worker. The Apple iWatch launch in 2015 will no doubt see a greater potential business use case focus on wearable computing. While employees might like the idea of a new gadget giving them access to alerts and short messages related to email, social media, schedules, travel plans, or the weather, the ability of wearables to provide location and productivity-related information about the employee might not be so appealing. 2015 will provide an exciting technology opportunity, but one that will need the corporate IT organization and its business partners to fully understand the human implications of new technology.
Big Data. While there will continue to be big talk about Big Data, the real Big Data issue for 2015 will be the availability of Big Data people and their Big Data skills rather than Big Data technology itself. Not only from a tail-end analytics and insight perspective, companies will also need the people and skills for building the new data architectures required to handle unstructured data and real-time input, and other changes required as the increased focus on large data sets continues to disrupt business and IT operations.
The Internet of Things (IoT), or the Internet of Everything (IoE). Most of us are probably bored to death of hearing about how the IoT will change IT forever. It seems as though it has been a long time coming – from IP address management through service/fault management to Big Data analytics. Then there is the security of a whole new breed of network-connected end points. 2015 will see IT organizations having to look beyond the traditional IT capabilities, such as availability and capacity management, to work closer with business colleagues on how these now-connected devices do, can, and will tie in to business operations and business models.
Knowledge management will reappear. It's been around since before the end of the last century but 2015 will see it appear on the IT agenda again – not only because of the replacement of people with automation and the associated potential for corporate knowledge loss, but also due to the rise in self-help and self-service. Organizations need to be clear about what they need though. Knowledge management has previously been held back by its name – knowledge isn't valuable because it is managed, the value comes from its use and reuse. So look at knowledge management through a new lens, one of knowledge mining and knowledge exploitation.
Software-defined everything will continue its advancement. You've probably already heard the talk of software-defined data centers or software-defined networks, where the control plane is abstracted from the hardware. It seems to be in vogue across all data center domains: software-defined servers now seem old hat; software-defined networking continues to mature; and software-defined storage is gaining interest. But this is about more than quickly moving from the old to the new state data center, notwithstanding the fact that the legacy data center might not want to change so quickly. It's about increasing your agility, minimizing vendor lock-in, and improving your ability to serve the customers and consumers of your IT services.
Unicorn chasing will continue. Whether it be the use of cloud technologies or DevOps thinking and operations, in 2015 enterprises will continue their fascination with the operations of technology giants such as Amazon, Google, and Facebook. Business leaders will also continue to ask why their corporate IT organizations can't match these technology giants for unit costs, service levels, service experience, customer support, and agility. Thus, these technology unicorns will continue to be chased, and I'm not sure that 2015 or even 2016 or even 2017, for that matter, will be the year that they are caught.
So that's my 15 trends – what would you have included in, or omitted from, the list?

Like this article? You may also like: BYOD: Will IT Departments Live Long and Prosper?.

Please share your thoughts in the comments or on Twitter, Google+, or Facebook where we are always listening.

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