Apakah kita bisa percaya analis IT ?

Can we trust the analysts?

26 FEBRUARY, 2014 BY IJCOX 7 COMMENTS

Every year IT industry analysts launch their themes, trends and predictions for the coming twelve months. These are the things that will shape much of their research, events and sales activity over the course of the next year. It is an important time for everyone involved in IT; IT professionals, vendors, consultants and journalists will all be impacted in some way by the announcements, press releases and survey findings released by Gartner, Forrester et al.

But is that necessarily a good thing? Analyst firms’ primary objective is to sell more reports, subscriptions, advisory services and places at events to delegates and sponsors. And the more they sell, the better. They are selling products and services and, just like any other organisation with something to sell, they need to make a compelling case for people to buy from them. They also need to create newsworthy headlines and sound bites to make it as easy as possible for the media to give their products and services the free publicity they need to maximise sales.

In a previous article, The CDO: a self-fulfilling prophecy?, I discussed whether the rise of the Chief Digital Officer (CDO) was at least in part caused by Gartner focusing on the role as one of theirthemes and therefore producing a number of products related to the CDO role. The Gartner headline that has been quoted heavily by the media, bloggers and industry commentators was that 25% of companies will have a CDO by 2015. My argument was that, given Gartner’s reputation and influence on executives across the world, its prediction about the CDO role could become a self-fulfilling prophecy. Interestingly Gartner are now predicting that the CDO role will be temporary and that by 2020 it will probably disappear altogether. Sounds a bit like retiring a product that has reached the end of its profitable life. I wonder what its replacement will be?

The prompt for revisiting the subject of analyst predictions though is the ever popular Gartner claim that CMOs will be spending more on IT than CIOs by 2017, which I saw once again in an article just a few days ago. This forecast was first made at the beginning of 2012 and is still being used by various parties today, over two years later. The return for Gartner on that prediction must be phenomenal; excited CMOs, concerned CIOs and interested CEOs, COOs, CFOs, etc, have no doubt purchased reports, attended conferences and hired Gartner analysts to learn about how to deal with this momentous change. And that’s not to mention the endless articles that have quoted the statistic along with Gartner’s name to give the company huge amounts of free publicity. It has also caused a frenzy of activity within the vendor community as technology providers rushed to shift their sales and marketing efforts to target the marketing function.

That one prediction has had a massive impact across the IT industry and beyond. Yet, it is not entirely correct. At best it is a misleading statistic that needs heavy qualification yet Gartner has been strangely silent on the subject. As Matt Ballantine noted in his blog last year, a link to awebinar on Gartner’s website appears to be the only formal reference to the prediction that Gartner has made. I wonder why that is?

In an interview with CXOTalk in June 2013 Mark P McDonald, who at the time was a Group Vice President and Gartner Fellow (he is now listed on the Gartner website as a former GVP and fellow following his move to Accenture), was asked to talk about that forecast. In a faulting reply he made the distinction between IT spend and technology spend, adding that if you included marketing expenditure on items such as Google AdWords within the definition of technology spend then yes, the CMO will spend more on technology than the CIO. He then went on to blame everyone else for misinterpreting his firm’s prediction and using it to their own advantage! It is worth noting, however, that the title of the webinar on Gartner’s website is “By 2017 the CMO will spend more on IT than the CIO”. I thought it was technology spend not IT spend? And the bullets below the title state that the prediction is specific to high-tech providers only. But that is not what McDonald said in his interview. Confused?

Given the lack of supporting data and clarification provided by the company I would say that if anyone has been guilty of knowingly misusing the prediction for its own benefit then it is Gartner itself. With the clarification from McDonald the prediction actually becomes pretty meaningless and certainly not one that should have received the attention, and caused the level of reaction, that it has.

All of which prompts the question whether we can trust analysts. Given that one of Gartner’s most successful (and quite possibly profitable) statistics of recent years is rendered meaningless when explained, why should we believe any of the other headline making, attention grabbing, revenue generating sound bites issued by analysts? How can we tell when a prediction is telling the full story? The lesson from Gartner’s CMO spending theme appears to be that, if there is no data or analysis to support what an analyst is saying, then it is probably best to treat the claim with a healthy dose of scepticism.

However, analysts do have their place and their uses; they serve a valuable purpose in helping to cut through the hype and noise in the IT industry. As a CIO myself I have used Gartner quadrants, Forrester waves, etc to research and understand the market for IT products and services. And many of the survey- and research-backed reports produced by analysts are a valuable source of insight and information on trends, activity and developments within the industry. But when the analysts themselves are contributing to the hype and noise their impartiality, credibility and value is called into question.

So can we trust the analysts? My advice is not to trust their headline predictions without first understanding how they were created. Always look behind the sound bite to find out where it came from and what data or research has been used to make the forecast. And, if there is little or no substance behind the headline, then then it may be just another revenue generating theme.

Moving from business-centric outputs to people-focused outcomes

Outcomes are the benefit your customers receive from your stuff. This starts with truly understanding your customers' needs—their challenges, issues, constraints, priorities

"Outcomes are the benefit your customers receive from your stuff. This starts with truly understanding your customers' needs—their challenges, issues, constraints, priorities—by walking in their shoes and in their neighborhoods, businesses, and cultures. See what's inconvenient, taking a lot of time, money, and/or effort. Your customers are too busy to plan, shop for, and cook healthy meals. What if you made a healthy, reasonably priced, fast-cooking meal so a family could eat better? Create a solution that your customers can sustain, and you enable life-changing outcomes, big and small.

"Outputs are important products, services, profits, and revenues: the What.

"Outcomes create meanings, relationships, and differences: the Why.

"Outputs, such as revenue and profit, enable us to fund outcomes; but without outcomes, there is no need for outputs."

Sejarah Ular Tangga

Itulah nama yang sering kita dengar , yaitu permainan yang sejak jaman dahulu mungkin kita mainkan bersama keluarga maupun teman-teman  

Ular Tangga adalah Game yang Ditemukan dan dimainkan oleh Orang orang India Sejak dahulu kala.

Di India populer dengan nama MOKSHA PATAMU yang ditemukan oleh Guru spiritual Hindu 

Permainan ini disebut "Leela" - dan mencerminkan kesadaran Hindu di sekitar kehidupan sehari-hari 

Nama lainnya adalah "Tangga Keselamatan" yang lalu dibawa ke VictoriaInggris di mana Versi barunya telah dibuat dan diperkenalkan oleh John Jacques di tahun 1892.

Dan lalu Masuk ke America oleh seorang pembuat mainan bernama Milton Bradley di tahun 1943 yang lalu diberinama "Snakes n Ladder" yang artinya "Ular Tangga"

 

Moksha Patam Dikaitkan dengan Filsafat tradisional Hindu yakni : "Karma dan Kama"

atau yang diartikan dengan "Takdir dan Keinginan" 

Permainan ini juga ditafsirkan dengan Pembelajaran Efek dari Perbuatan Baik Melawan Perbuatan Buruk

Tangga Mewakili : Kebaikan seperti kemurahan hati , iman , dan kerendahan hati 

Ular mewakili : Keburukan dan Kejahatan seperti nafsu , kemarahan , Pembunuhan , dan Pencurian

Pelajaran moral dari Permainan itu adalah Moksha : seseorang dapat mencapai Keselamatan melalui berbuat baik.

Sementara dengan melakukan yang jahat akan mewarisi kelahiran kembali ke bentuk kehidupan yang rendah.

Jumlah tangga kurang dari jumlah ular sebagai pengingat bahwa jalan yang baik adalah jauh lebih sulit untuk melangkah dari jalan dosa. Agaknya angka "100" diwakili Moksha (keselamatan)

Di Andhra Pradesh, ular dan tangga dimainkan dalam nama Vaikuntapali. 

Mengapa CRM Anda seolah membuang-buang uang..

Simon Stapleton, strategist and owner of Applied Change

Why your CRM System is a waste of money

27 March 2014

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You probably thought, after implementing your Customer Relationship Management (CRM) system, that it would be the solution to all the problems in your Practice – but the reality is that you’re facing more challenges than ever. It is a waste of time and money

Here is how to turn your situation around so that your PMS was the best investment you ever made.

Implementing a new CRM is a brave step in the direction of progress, particularly when you might be facing senior partners only months from retirement who prefer the less costly ‘old ways’. It is a technology that promises you a consistent view of your clients, their activities and billing history in one place, and enable your Practice to serve your evermore discerning and fickle clients transparently and cost-effectively.

But rarely does a new IT system, in its own right, solve a business problem – it’s just a tool, after all.

What’s more, the supplier of your CRM is there to sell software, and won’t always be tied to (or interested in) how well their solution solves the original business problem.

This is because a change in CRM is a seismic shift in not just how a Practice is tooled up, but it also requires a Practice-wide, top-to-bottom change in business practices, culture and staff mind-set. Something your supplier won’t talk to you about in fear of putting you off the purchase of their software (but perhaps sell you training in the hope that you think this is all the ‘Change Management’ you need to invest in.) Wrong.

Without taking a holistic view of change to your Practice (the people, your processes and the technology), your CRM becomes an expensive way of doing what you have always done, but using a new toolset, which few of your staff know how to operate. You’ll observe a drop in productivity, customer complaints, and despondent staff.

And without the ‘know-how’ in creating positive, strategic change across your Practice, this situation will only get worse over time as you try and patch the problems piecemeal.

Have you have wasted your money?

It COULD be the Best Investment You Ever Made

To make your investment in CRM the one of the best business decisions you ever made for your Practice, you will need to plan and execute changes to your whole organisation, involving your staff throughout. Your CRM opens up new opportunities to improve your modus operandi – the way you work. It can speed up and/or automate tasks and processes, but only if these tasks and processes are robust. So to make them robust, you have to take out (as much as possible) the causes of error and exceptions. It can be your single repository for client data, but only if you don’t keep on printing it out and using ‘wet’ signatures. Your staff must become satisfied with reading on a screen (so you might need to invest in bigger screens with greater resolution.)

You will be asking your staff to change the way they work, probably against well-established routines and behaviours. And your new CRM, at this time, won’t be optimally aligned to how your staff want your Practice to be run. Success is critically dependent on your workforce embracing the change, contributing to shaping it, and accepting that it won’t be a great experience first time around.

In our experience, there are six steps which will guide you through this:

Communicate to staff a convincing motive to change – the business reasons why the current status quo means your Practice can’t achieve its goalsShare an inspiring vision of how your Practice could be – paint a picture of what it will be like to work in your Practice in the future, which each and every staff member can visualiseCreate a Plan of manageable actions – build a roadmap which shows how you will get there, in manageable steps and short-term goals. It is critical to include reviews of business process according to how you want them to be, and also show how the PMS is central to the delivery of this PlanCreate a ‘safe’ environment for trial and error – your staff will go through fear and anxiety of your new CRM. Fact. This will be exacerbated if staff are nervous about making a mistake that has commercial or compliance consequences. But to encourage staff to adopt the new system, they must be allowed to be courageous and use the new system without fear of reprisal for genuine mistakesSet standards of behaviour, and enforce them – create policies that describe how staff need to operate in this new world, and gradually enforce them over the course of the PlanRemove all barriers to adoption – where reasonably possible, remove issues that cause inertia in adopting the new system. For example, upgrade desktop infrastructure (like PCs, screens, mice and keyboards), as the cost of resolving these issues will be insignificant when compared to the gains, even in the short term

Ultimately, what makes or breaks your investment in a CRM is how your staff embrace it and use it as a vehicle for business transformation and optimisation. To get there, your staff have to believe in it, be willing to participate in its implementation, trial it and eventually adjust their routines. The pain in getting there can be considerable, but the long-term benefits are potentially immense.

Simon Stapleton is a strategist and owner of Applied Change (appliedchange.co.uk)

(hp) 62-8121057533
(tw) fankych

6 teknologi yang mempengaruhi pembelajaran dalam 5 tahun kedepan

The 6 Most Important Technologies To Impact Teaching and Learning in the Next 5 Years

• By David Nagel
• 02/03/14

Virtual assistants, flipped classrooms and "the quantified self" are three of the six technological developments that will have a significant impact on higher education within the next five years, according to the NMC Horizon Report: 2014 Higher Education Edition, released by the New Media Consortium and Educause Monday.

The annual NMC Horizon Report is compiled by the New Media Consortium and the Educause Learning Initiative. It examines key trends in education technology, barriers to implementation, and technologies that are expected to have a significant impact on education in the near future.

The NMC Horizon Report: 2014 Higher Education Edition identified six key technologies that are likely to impact teaching and learning in the near term (one year or less), mid-term (two to three years) and longer term (four to five years).

Half of the technologies identified in this year's report have made the list in previous reports and won't come as a major shock to anyone working in education. But there are three new additions to this year's report — along with some notable omissions. For example, MOOCs, which topped the list last year, didn't make the 2014 list at all. Neither did tablets or wearable technologies, both of which were in the 2013 report. The Internet of Things, which made the 2013 K-12 Horizon Report, also failed to make the 2014 higher ed report.

The Near Term: One Year or Less
Topping the 2014 list of important technological developments in the near term are the flipped classroom and learning analytics.

The flipped classroom, which has been a major phenomenon in K-12 education for the last few years, is a model of teaching in which recorded lectures (and other types of classroom instruction) are viewed outside of the classroom — and where classroom time is spent discussing, rather than presenting, the day's lesson.

"Seven years after the first iteration of flipped learning and the launch of the Khan Academy, educators all over the world have successfully adopted the model, substantiating the topic's near-term position on the horizon," according to the report.. "Whereas many learning technology trends first take off in higher education before seeing applications in schools, the flipped classroom reflects an opposite trajectory. Today, many universities and colleges have embraced this approach, enabling students to spend valuable class-time immersed in hands-on activities that often demonstrate the real world applications of the subject they are learning."

The report indicated that the flipped classroom is becoming increasingly popular in higher education because it allows professors t use classroom time more efficiently and because it helps students develop collaborative sills that they may need in the workplace.

"Beyond watching recorded video lectures, other technologies such as digital readings with collaborative annotation and discussion software enable instructors to be more in tune with their students' learning patterns and needs," according to the report. "By reviewing the comments and questions that students pose online, instructors can better prepare for class and address particularly challenging ideas during face-to-face time. The learning environment transforms into a dynamic and more social space where students can participate in critiques or work through problems in teams. An instructor at Marshall University noted that he no longer needed to spend precious class time with an individual student if they missed a class; he could instead hand him a tablet loaded with content and continue working on hands-on projects among the whole class."

Learning analytics, which made last year's report as a mid-term technological development, was bumped up this year to the near-term category. Learning analytics refers to a combination of traditional strategies used in student retention and methods that pull data from a variety of disparate sources to help provide a clearer picture of individual students' educations and to help improve teaching and learning.

The Mid-Term: Two to Three Years
3D printing and games/gamification were the two mid-term technological developments cited in this year's report. Both made the list last year as well, though 3D printing was predicted to be a longer-term technology in the 2013 report.

3D printing has helped to fuel the maker movement in recent years and had become a viable and productive tool in prototyping and commercial manufacturing. Its role in higher education has been a bit less clear, though the technology has made the Horizon Report since as early as 2004.

According to the 2014 report, 3D printing is having an impact in research institutions, where students are able to invent new objects and use 3D printed objects to further their work. But it's also being used increasingly by libraries to support students' independent activities.

"As 3D printing gains traction in higher education, universities are beginning to create dedicated spaces to nurture creativity and stimulate intellectual inquiry around this emerging technology. Examples include North Carolina State University's Hunt Library Makerspace, the 3DLab at the University of Michigan's Art, Architecture, and Engineering Library, and the Maker Lab in the Humanities at the University of Victoria in British Columbia, Canada. These spaces, equipped with the latest 3D scanners, 3D printers, 3D motion sensors, and laser cutters, not only enable access to tools, but they also encourage collaboration within a community of makers and hackers."

Also on a two- to three-year timeline are games and gamification. This category includes educational gaming, digital simulations and gamified instruction — or the "integration of gaming elements, mechanics and frameworks into non-game situations and scenarios."

"Gamification is ... appearing more in online learning environments," according to the report. "Kaplan University, for example, gamified their IT degree program after running a successful pilot in their Fundamentals of Programming course. Students' grades improved 9 percent, and the number of students who failed the course decreased by 16 percent.... Gamification can also incentivize professional development. Deloitte developed the Deloitte Leadership Academy, a training program that leverages gamification to create curriculum-based missions. Learners earn badges for completing missions, which they can display on their LinkedIn profiles."

There is a risk to gamification, however. As the report's authors noted: "As gaming continues to dominate discussions among educators, some believe it could disenchant students if executed poorly. To negate this challenge, more universities are partnering with companies to conduct research that is relevant to both the curriculum and students' lives."

Longer Term: Four to Five Years
Both of the technologies making the longer-term list are new to this year's report.

The first is the "quantified self" — which is to say, "the phenomenon of consumers being able to closely track data that is relevant to their daily activities through the use of technology."

This includes, for example, technologies that let people track their activities as part of a fitness regimen or monitor their work or sleep habits.

The significance for education is in the potential intersection of personal data tracking with academic data tracking. "It is imaginable that if test scores and reading habits gleaned from learning analytics could be combined with other lifestyle tracking information, these large data sets could reveal how environmental changes improve learning outcomes," the report's authors argued.

Virtual assistants also made the list of technological developments that will have an impact on education in the slightly longer term.

"While crude versions of virtual assistants have been around for some time, we have yet to achieve the level of interactivity seen in Apple's classic video, Knowledge Navigator. Virtual assistants of that caliber and their applications for learning are clearly in the long-term horizon, but the potential of the technology to add substance to informal modes of learning is compelling," according to the report.

The complete report, NMC Horizon Report: 2014 Higher Education Edition, is available under a Creative Commons license and may be freely downloaded from NMC's site. Additional details, including work not published in the final report, can be accessed on the Horizon Report wiki.

ReferenceJohnson, L., Adams Becker, S., Estrada, V., Freeman, A. (2014). NMC Horizon Report: 2014 Higher Education Edition. Austin, Texas: The New Media Consortium.

About the Author

David Nagel is the executive producer for 1105 Media's online K-12 and higher education publications and electronic newsletters. He can be reached at dnagel@1105media.com. He can now be followed on Twitter at http://twitter.com/THEJournalDave (K-12) orhttp://twitter.com/CampusTechDave (higher education). You can also connect with him on LinkedIn at http://www.linkedin.com/profile/view?id=10390192. 

3 fenomena dlm sales management

Tiga Fenomena dalam Manajamen Penjualan

February 26 2013 | By Rina Hutajulu

Tweet11

Dalam manajemen penjualan, ada tiga fenomena sederhana yang acapkali para pemimpin manajamen penjualan kurang perhatikan. Fenomena pertama adalah penjualan berbanding lurus dengan sales force size. Tapi yang tidak dilihat adalah perbandingan lurus itu sebenarnya tidaklah linier. Artinya penjualan bisa saja naik dari waktu ke waktu tapi akan stagnan di titik tertentu. Hal ini bisa terjadi karena pasar jenuh. Penyebab keduanya adalah adanya penambahan sales force yang belum efektif karena biasanya dalam tahun pertama masih dalam tahap belajar atau carry over.

"Sales itu ada dua jenis. Pertama, penjualan yang dihasilkan di tahun itu dari hasil usaha di tahun yang sama. Kedua, penjualan diperoleh dari usaha tahun-tahun sebelumnya, biasa disebut carry over. Positifnya carry overadalah penjualan dijamin stabil, tapi negatifnya jumlahaccount tidak ada penambahan," kata Iwan Setiawan, Principal MarkPlus Consulting, dalam Workshop MarkPlus hari kedua (26/2).

Dalam fenomena pertama ini, sales force cost akan linier dengansales yang membuat margin semakin lama semakin tipis. Sehingga bila Anda terus menambah sales force, maka tentunya margin akan semkain turun.

Fenomena kedua adalah menggunakan indikator sales force cost dibagi dengan total persentase penjualan. Sehingga semakin besar sales force cost, akan linier dengan sales force size. "Ini bahaya," komentar Iwan. Sebab ada kecenderungansales organizationtidak menambah orang oleh karena adanya misleading dari indikator tersebut dan melupakan profit optimization.

Fenomena ketiga, penggunaan proyeksishort term dalam jangka waktu setahun. Bila Anda menggunakan jangka waktu mengukur penjualan dalam setahun sama artinya mengurangi penetrasi pasar. "Industri di Indonesia kebanyakan berpikir short term, padahal yang ideal untuk mengukur penjualan adalah dalam masa tiga tahun," tutur Iwan. Tapi bila Anda bertahan pada short term, sebaiknya jangan menambah sales forcedengan risiko akan sulit berkembang

Bagi Tuhan tak ada yang mustahil

Ku yakin saat Kau berfirman
Ku menang saat Kau bertindak
Hidupku hanya ditentukan oleh perkataanMu

Ku aman karna Kau menjaga
Ku kuat karna Kau menopang
Hidupku hanya ditentukan oleh kuasaMu

Reff:
Bagi Tuhan tak ada yang mustahil
Bagi Tuhan tak ada yang tak mungkin
MujizatNya disediakan bagiku
Ku diangkat dan dipulihkanNya

Sari Simorangkir

IN CHRIST ALONE - Kristyn Getty

IN CHRIST ALONE - Kristyn Getty

In Christ alone my hope is found;
He is my light, my strength, my song;
This cornerstone, this solid ground,
firm through the fiercest drought and storm.
What heights of love, what depths of peace,
When fears are stilled, when strivings cease!
My comforter, my all-in-all,
here in the love of Christ I stand.

In Christ alone, Who took on flesh,
fullness of God in helpless Babe!
This gift of love and righteousness,
scorned by the ones He came to save.
Till on that cross as Jesus died,
the wrath of God was satisfied;
For ev'ry sin on Him was laid,
here in the death of Christ I live.

There in the ground His body lay,
light of the world by darkness slain;
Then bursting forth in glorious day,
Up from the grave He rose again!
And as He stands in victory,
sin's curse has lost its grip on me;
For I am His and He is mine,
bought with the precious blood of Christ.

No guilt in life, no fear in death,
this is the pow'r of Christ in me;
From life's first cry to final breath,
Jesus commands my destiny.
No pow'r of hell, no scheme of man,
can ever pluck me from His hand;
Till He returns or calls me home,
here in the pow'r of Christ I'll stand

Kiat Praktis menetapkan Sasaran yang efektif

Dalam khotbah yang terkait dengan tujuan hidup kita kemarin, saya jadi mengingat kembali salah satu bagian buku Life Success Triangle dari Pak Elloy yang sangat menarik dan praktis terkait dengan tujuan hidup.

Jelas, saya setuju bahwa tujuan hidup kita harus mengarah dan untuk Tuhan, dan sekarang tinggal bagaimana kita menetapkan sasaran nya menjadi lebih detail.

Berikut kutipannya,

1. Temukan tujuan, impian, atau panggilan Tuhan bagi hidup Anda. 
2. Kemudian bagi dan tuliskanlah tujuan tersebut, dalam bentuk jangka panjang (5-10 tahun), menengah (2-3 tahun) , dan pendek (6-12 bulan). Ingat, tujuan tidak dibuat secara tertulis hanya menjadi satu harapan kosong dan tidak akan terwujud.
3. Tetapkan tenggat waktu pencapaian. Anda harus benar-benar jelas dalam menentukan kapan ingin mencapai sasaran Anda tersebut. Pikiran bawah sadar Anda akan mencintai tenggat waktu dan sasaran yang terukur. Anda boleh mengikuti formula yang dikenal dengan istilah SMART berikut ini, 
1. Spesific (spesifik)
2. Measurable (terukur)
3. Achiavable (dapat diraih)
4. Relevant (relevan atau penting untuk diraih)
5. Time-bound (ada tenggat waktu pencapaian)
4. Tentukan 3 keuntungan bila Anda meraih sasaran tersebut, dan atas tiga kerugian terbesar bila Anda gagal mencapainya
5. Identifikasi semua hambatan yang harus Anda atasi untuk mencapai sasaran serta langkah mengatasinya. Apa yang mungkin tidak lancar? Apa yang menghalangi Anda ? Tuliskanlah pada sehelai kertas. Semakin jelas Anda mengindentifikasikan sema masalah dan kesulitan-kesulitan yang Anda alami, semakin baik persiapan Anda untuk mengatasinya.
6. Tetapkan pengetahuan dan ketrampilan tambahan yang akan diperlukan untuk mencapai sasaran. Ingat, untuk mencapai kesuksesan yang lebih besar Anda harus bersedia membayar harganya, termasuk belajar dan mempraktekkan sesuatu hal baru.
7. Anda juga perlu menetapkan orang-orang yang bantuan dan kerjasamanya Anda perlukan. Untuk meraih sasaran yang besar, Anda akan membutuhkan bantuan dari banyak orang. Semakin jelas pemahaman Anda tentang siapa sebenarnya orang-orang ini, semakin besar kemungkinan Anda mengambil langkah-langkah yang perlu untuk mendapatkan kerjasama dan dukungan mereka.
8. Tuliskanlah secara spesifik tindakan-tindakan apa saja yang perlu Anda mulai hari ini untuk meraih sasaran Anda, mulai dari sekarang. 
9. Beritahukanlah kepada sebanyak-banyaknya orang mengenai impian dan sasaran Anda. Ini penting supaya ada yang mengingatkan pada saat Anda lupa.
10. Lakukanlah afirmasi bahwa dengan pertolongan tuhan dan kerja keras Anda pasti mampu mewujudkan sasaran-sasaran tersebut. Kemudian visualisasikan impian dan sasaran Anda sampai impian tersebut menguasai seluruh hidup Anda.

selamat memulai..

5 alasan inbound marketing bisa gagal

5 Reasons Your Inbound Marketing Strategy Will Fail

Inbound Marketing takes work, and we've assembled a list of 5 reasons your strategy will fail.

 And what you can do about it!

Fat fingered is one of the best terms to come out of the culture of smart phones. It’s used to describe the phenomenon where you’re typing way too fast on mobile technology, and end up hitting 3-4 keys at the same time. Just like mobile technology, inbound marketing is a pretty new phenomenon, and you’ve got to make sure you’re hitting the right buttons or your marketing campaign could look like one of those hilarious auto-correct fails. If you learn nothing else today, know that inbound marketing is hard. It’s new, it takes time, and you can’t put in a minimal amount of effort and expect ROI. Now join us in counting down some of the most sure-fire ways to flub results:

1. You’ve Only Got 1 Hour a Week to Market

While we can’t prove it, we’re convinced the single-biggest difference between inbound marketers who mean well and their peers who manage to succeed, is this annoying, non-renewable resource called time. Content creation takes time, social media takes time, marketing automation takes some time to set up, and you simply can’t do a half-assed job at any of these things. Understand that inbound marketing is really effective, but it’s also really time-consuming.

2. You’re Taking SEO Shortcuts

There’s good SEO practices, which can make your blog look like a rising star to Google, and there’s taking shortcuts, which is pretty conspicuous. You simply can’t buy positive search rankings, and you also can’t expect great things to happen overnight. There’s a host of things that Matt Cutts and other anti-spammers hate, but here are a few of the most-effective ways to make your website ranking tank:

Keyword Stuffing

Using invisible font colors to keyword stuff even more

Spinning articles or just outright plagiarizing

Writing low-quality guest posts.

3. You’re Being a Social Spammer

Does your entire Twitter strategy involve opening HubSpot, HootSuite or another social media scheduling tool and letting the spam flow freely, 24/7? Scheduling Tweets is definitely a best practice, but it can’t be your only effort to connect on social channels. You should be curating content, actively engaging with prospects, and building brand personality. Here are some ways that you could make your website look extra-sketchy on major channels:

Failing to fill out your profiles completely, including images and contact information.

Not responding to negative comments, or even worse, deleting them.

Not responding to positive comments or questions.

Letting your Tweets, posts and pins cease if you decide to take a vacation.

4. Your Content is Thin, Boring or Repetitive

Over 46% of people say that a company’s website is their foremost criteria for determine how credible the company is. I’m sure that I’m not the only person who scopes out their blog as soon as the homepage has passed the blink text. Your prospects need answers, and if your blog reads like an unprofessional search engine magnet, they’ll go to your competitors’ website. Here are some of the most-common features of truly terrible content marketing:

Boring titles or business blog introductory paragraphs.

Grammar or spelling errors. We all make mistakes. That’s why IMA has a full-time editor on staff.

Thin Content. If you’re not providing something that required any research or brain-power to write, it’s flimsy writing.

A total lack of personality. Unless your prospects are super-dry scientists, it shouldn’t read like a materials engineering dissertation.

5. You’re Not Automating Your Marketing

You might be shaking your head, but this is a real thing. Unless you know how to sell to your leads effectively, you might as well pack your bags and go back to school for that second degree in something else. Remember, lead nurturing really isn’t that bad. You’ve already won the biggest battle, which is catching the attention of a consumer in an era where they’re literally hit with thousands of marketing messages a day. You’ve built enough trust in marketing that they traded you their email address for an eBook. Now put on your boots, review email marketing best practices, and start automating them down the sales funnel already!

This list just barely touches on the basics of how inbound marketing strategies can go terribly wrong. What are some of the most-common ways you see well-meaning campaigns and marketers fail?

Author

Robert ColesColes & Colomy CreativePresident & CEO

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