martes, 10 de diciembre de 2013

Gratitud con los empleados

3 Ways to Recover the Lost Art of Gratitude 
By Jay Steinfeld

Recognizing good work is one thing. Expressing gratitude for employees who put in their best effort, day in and day out, is quite another.


"Saying thank you is good business. It not only inspires recipients, it leads to personal growth on the part of the person astute enough to employ those words."--"Recognition, Gratitude and Celebration" by Patrick Townsend and Joan Gebhardt
People have lost the first--and arguably one of the most important--skillsets they learn as human beings: the undeniable power and politeness of "please and thank you."
But it goes beyond politeness, really. I find that the most powerful and effective leaders are those not only cognizant of their support systems, but self-aware enough to give the people who helped them succeed a meaningful thank you.
There is no such thing as a "self-made man." Every success story started in someone's garage, under the influence of someone's leadership, propelled by a supportive community, or inspired by a passionate teacher or parent.
In a business world full of branded tchotchkes and restaurant gift cards, there are many ways to recognize the employees and people who matter.
But recognition is not the same thing as gratitude.
Gratitude is both an experience and an attitude--a way of looking at the world around you to see the parts greater than yourself that have helped make your world and business success a reality.
Here are some ways to increase your gratitude and share it in your company:
  1. Learn the truth behind your own success--Indulge yourself in this exercise: map out several of your accomplishments and make a list of every person and circumstance that contributed to them.  This is a fun activity (and yes, sometimes painful) as it not only reminds you of the great things that can come from less than desirable circumstances, but also brings back the people that, for better or worse, impacted your life to get you where you are today. Keep this practice going in your day-to-day work life, always seeking the contributing architects of your success and taking time to encourage and acknowledge them directly when possible.  You'll be shocked at how many employees don't even realize the full impact of the contributions. This is a terrific way to boost morale and help others see their place in the bigger picture.
  2. Embed gratitude into your culture--You already know that your actions as a leader set the tone for the rest of your team.  I work hard to make gratitude a regular part of my interactions, including regular demonstrations of gratitude during our all-hands weekly meeting (being careful to realize who prefers public versus private thanks). My Customer Service team keeps the culture of gratitude going through weekly "WOW" notes--employees write specific "you WOW-ed me when..." notes to one another in celebration of the encouragement, training moments, sales leads and other events that make our co-workers special to us.
  3. Celebrate the present AND the past--Nostalgia is a way to be grateful for your past. In the Blinds.com office, we celebrate our company history in a number of way, including naming meeting rooms after important events and places, investing heavily in great photography and framing to document special moments, and even by taking new employees on a citywide tour re-tracing our origin story.
Gratitude can have some surprising side effects too.  According to Robert Emmons of the Greater Good Science Center, gratitude can help block toxic emotions that get in the way of our long-term happiness.
It also helps magnify the goodness in your life and decrease envy and depression by widening our scope of reality to interpret life events differently.
Be the leader that inspires the next generation of success stories.  Take the time to ingrain gratitude into your organization's DNA and I guarantee that someone will be grateful that you did.

Inc.com

lunes, 9 de diciembre de 2013

9 formas de volverse más listo

9 Ways To Become Smarter





I recently had the opportunity to talk with the technology journalist Clive Thompson, author of "Smarter Than You Think." You can read the full conversation here. From that chat, I distilled nine lessons from Clive on how we can improve our thinking, with and without technology.

1. Spend Significant Chunks of Time Offline

“I think it’s good to spend significant chunks offline. For example, I don’t check my email on weekends. This means I’m usually off social media…I’ll text a bunch because that’s social for me and how I organize social behavior. But I tend to get more reading done and my brain gets pulled in a cooler direction. And a lot of people tell me they can’t do that because their boss demands they check email all weekend. And this shows that a lot of the problems of distraction we have are not really latent in the technologies themselves, they’re latent in the power relations that emerge from those technologies.
White collar workers now probably need to have a solidarity movement that equals that because their labor is now constantly squeezed by employers who have the ability to reach them 24/7. The smart employers…recognize that it’s actually bad for the caliber of their employees' thought to be constantly pecked at like ducks all week long.
And I think Volkswagen and a few other firms have instituted this policy of turning the Blackberry servers off after a certain hour at night and on the weekends, so there’s no email coming into their employees… this has been what the unions have been espousing for a hundred years, the weekend works.
It’s a civic and social good and for an employer it should be a corporate good too. Let people disconnect from your corporate demands.”

2. Engage in “Cognitive Diversity”: Do Something Mentally Different

“One of the things I talk about in my book is the need for what I playfully call cognitive diversity. If you buy the idea that the way we communicate and write, express, and form our ideas online is qualitatively different from the ways we do it offline, and that those are productively or usefully different from traditional less social thinking offline, then it’s still incredibly useful to read immersively for eight hours, go for a long walk, or just argue about something drunkenly at a bar with a friend. These things are sufficiently different from the ways we conduct ourselves online, and it will drag your mind in usefully different modes of thought. 
The same type of thing of just doing something different with your body, the reason why we get ideas in the shower is because we’re not working and our bodies are doing something totally different. It’s a new stimulus environment, and the stuff we’ve been ruminating on just assembles itself in a completely different way in our subconscious…
So if you’re a person that works with words all day long like I do it’s really good to do something completely nonverbal in your spare time. I’m an instrumentalist, so I’ll play guitar for half an hour at the end of the day and it’s a fabulous way to put my brain in a totally different embodied state. I often come away from it having solved some sort of problem…And it is very emotionally valuable as well, which exercises whole other parts of my personality
Everyone’s got something like that; some people like to cook, they’ll spend eight hours on Sunday doing a fantastic Indian food dish, running, playing team sports. These are all things that are connected to the quality of our overall lives and thinking. Knowing when to shift between public and private thinking — when to blast an idea online, when to let it slow bake — is a crucial new skill: cognitive diversity.”

3. Don’t Isolate Yourself: Learn Social Thinking

“Our intelligence has never been entirely just in our heads. A huge amount of our thinking is what the philosopher Andy Clark would call taking place in the extended mind, which is to say, using all sorts of resources outside of us to help scaffold our thinking in new directions and capabilities that are impossible with the mind alone. That ranges from something as simple as being able to write something down so you no longer have to hold it in your head for the short or for the long term…a huge amount of human cognition has relied on resources outsides of our heads in the same way that the basics of our memory relied very heavily on social dynamics, social remembering, or what psychologists call transactive memory.
drinking beer
Warrick Page/Getty Images
When groups of people hang out…they are very good at retaining meaning, but we’ve relied on other people as sort of these cognitive amplifiers. So you could ask the question, are we dumber if we’re not around other people? Are we smarter if we’re near them?
I think the answer is yes, we are smarter when we are around other people, we are smarter when we are around all sorts of external scaffolds for our thinking, and that’s an essential definition of being human.
One of the things my book tries to do is a huge amount of what we typically think of as intellectual work has always been very social and transactional with other people. And we’re too frequently defining intelligence and thinking as sitting and peering at a book alone for ten hours or ten years. And while that’s an undoubtedly powerful mode of thought, in the real world a huge amount of thinking happens when we’re arguing, bickering, and relying on each other and working in groups.
And one of the reasons this has been denigrated is because socializing has been read as feminine — social skills and EQ. And you see this right now. All the sort of big thinkers out there complaining that social media is trivial and stupid are these middle aged male novelists, right? Jonathan Franzen, for example. They are literally saying, unless you are isolated, and remain isolated, somehow your thinking is contaminated and shallow and trivial.”

4. Find Your Passion: It Drives Memory and Creativity

“Passion is what drives memory. So we can now account for a more diverse array of information, and we can now have far more serendipitous encounters with knowledge and other people, that you probably get a net increase in creativity. But it is also true that if you want to have powerful creative leaps in the sense of going on a long walk and suddenly being hit by a bolt out of the blue, you have to deeply internalize knowledge. So it is incumbent upon the person who wants to be creative to really wrestle with the material they are thinking about.
So you have to have those disconnected moments where you can think without being distracted. You also need to do more generation, such as writing about it, or writing it in front of other people. This is enormously powerful for encoding in our heads what we’re thinking about. 
The distraction stuff has made things harder, but the generation stuff has gotten easier. Even arguing about things through email has powerful effects in getting things to sink into your head. If we stopped lingering over the stuff that we cared about, you could argue that we are losing some creativity, but in practice I think when people are obsessed with something they do linger over it.  So really what you have is a cultural problem.
I would like people to be obsessed with space exploration more, with politics more, which is the age old question of, “How do we get people passionate about the things that are the big things?” That’s what you and I are trying to do. We’re constantly trying to seduce people into thinking about science by posing it in a really delightful way. You attract more flies with honey.”

5. Don’t Just Follow the “Thought Leaders” or the Elite

“I think what’s happening now with the internet is cultural elites — and I would probably include myself in that category because I’m a New York writer — are startled to discover just how diverse human interest and human passions really are. Because when you live in one of these cities on the coast, you think wow, everyone is really unified around X, Y, or Zed, because we’re writing about it. But then you discover, no, no, no, people don’t care about that at all!   
For example, book scan comes along to see what books people are actually reading, and the New York Times doesn’t put together its bestseller list based on what books are actually selling, they put it together based on a handful of carefully picked bookstores in elite markets because that’s who they care about — “thought leaders” to use one of the most obnoxious phrases coined in the last ten years. Thought leaders
So it turns out the country buys a million-gazillion Christian books and a lot of self-help right? So as soon as we got information about what the average person was really doing it didn’t in any way cohere with what the people — who thought they had a lock hold on canon — thought everyone should be talking about. And the internet has a little bit of that effect. Because it makes conversation visible, it startles us with the diversity of what people actually care about.
One of the things I think is really unsettling about the internet and the way it has transformed society is how little people actually care about the things we thought they should care about. This is always what freaks out cultural elites. They thought everyone cares about the same five books they read. But they go online and everyone’s talking about Twilight, their fantasy sports league, Pokemon, their Tea Party meeting, gardening, and knitting. And the elites are like, “Oh my God, why is everyone so dumb?” And by dumb they meant why isn’t everyone reading the same five books I was reading?”

6. Know When (and When Not) to Rely on “Outsourced Intelligence”

“If you automate skills that shouldn’t be automated you can degrade the quality of your performance and thought. So we have Google self-driving cars coming along. On the one hand this is great because humans are dreadful at driving. We should not be driving. We have terrible wandering minds and are too easily distracted. We are overly confident in our abilities and have a dreadful sensual appreciation for the kinetic power of a two ton object moving at sixty miles an hour. So I would way rather have a robot controlling the car. The danger of this is when you have to suddenly hand the control back to a human. 
So I’m in the car and sleeping, playing a video game, or not paying attention, or reading a newspaper, and suddenly my self-driving car goes, “Oh my God, something is happening that I can’t handle” and says, “Here Clive, you drive.” And maybe I haven’t actually driven the car for two years now. So I’m probably going to be a disastrously bad driver.
So if you hand off to a machine or an algorithm, you can lose the habit of doing that task. This is a really interesting problem and I don’t know how they’re going to get around that with self-driving cars. The statistical answer is if I am handed back the car I likely will crash it, but the overall damage rate of handing off the control of cars to robots will still be so much lower so it’s worth it overall.
So how does this analogize to cognitive tasks that aren’t so life and death? One example is with calculators and learning math. The evidence seems to show that if you give a kid a calculator too early a stage in their learning they won’t learn it quite as well because they don’t get the chance to really wrestle with those procedures internally. It’s even bad to routinize or hand over to an algorithm the act of addition with carrying. Add one number, carry it over, that’s an algorithm for adding. Studies show it prevents the kid from thinking about what the numbers mean… I see this in my kids learning, where teachers do teach the algorithm but they also teach different ways to think about the numbers… once you’ve grasped these basic math concepts, using a calculator is fine and this actually improves their ability to learn math, discover more playful combinations of numbers, and ratchet themselves ahead.”

7. Play Video Games, the Gateway Drug to New Learning

“I became aware early on, that as Dave Weinberg says, “everything is miscellaneous.” Whatever it is you care about, there are more people that don’t care about it than do. Your passions are someone else’s miscellaneous stuff.
playstation controller smiling girl video games
Junko Kimura / Getty Images
So playing video games was useful in learning cultural humbleness. The second thing is they got me interested in computers. They were a gateway drug to thinking about the role of computation in people’s lives. They got me interested in programming, which gave me a glimpse into the superstructure of software.
And they’ve given me an enormous amount of existential joy, which I think doesn’t get talked much about. Since video games have been under assault for so long as a waste of time, people have had trouble expressing what it is that is joyful about them. And there have finally been a bunch of intellectuals who have begun to grapple about what’s good about games — not about what they teach you or if they improve your hand-eye coordination or working memory — they are asking as a philosophical enterprise, what are they good for? Why do we love them?
Regarding gaming and problem solving… I think games are a fantastic opportunity for illustrating a couple things that educators often complain they have trouble getting kids to understand. One of them is the scientific method. We talk about how if you’re confronted with a problem [you should] generate hypotheses and do an experiment to figure out whether your hypothesis matches reality. Collect your data, refine your hypothesis, and do it over and over and over again…
But it’s hard to get kids to really understand that because we give them these mock experiments to run where the results are already known… We never give them a really invisible problem and ask them to make the rule set visible. We never tell them you need to figure out whether the Higgs-boson exists. They don’t have the tools to do that. We’re bad about giving them problems with invisible rules that they are excited about uncovering. And until you can do that, they’ll never really understand what is powerful about the scientific method.”

8. Be Willing to Adapt Your Thinking Strategies 

“I’m pretty optimistic about the adaptability of our thinking strategies. For example, I am a big marginalia taker in books. It’s how I make sense of a book. And you could say there’s a wonderful kinetic feeling to that and I write more slowly than I type, so am I encoding that knowledge in a better different way? And you can do these swoopy little cool connections where this part is connected to that part. And there’s this spatial memory about where it is in the pages, and that’s lost when you work digitally, right? 
But on the other hand, when I take notes on my Kindle, I can move a little more quickly when I’m typing so I put in a longer and more thoughtful idea, sometimes I’ll even write two paragraphs, which you can’t do in the margins in a book. And more importantly you can reencounter those notes by putting them into a database, and when I search them I can find notes that I had forgotten I had taken from a book three years ago. 
Recently I’ve been Tweeting couplets from Alexander Pope’s essay on man, because he’s one of my favorite poets, in the 18th century he’s my overall favorite poet, and I read it on the Kindle. So I kept on highlighting these wonderful couplets. And so I called up the notes and I’ve been Tweeting these couplets. And there’s no way in hell I would do this with my paper book. I would literally forgetit it was there. I do 50% of my notation in paper and 50% in Kindle and I don’t feel there is a big difference in the quality of my thinking, only that it’s easier to encounter what I wrote in the digital format. And that reencountering is so explosive in value.”

9. Use Technologies to Amplify Your Intelligence

“I absolutely think that writing concisely and pithily is more recognized as a value now than it has in some time.  We have some tools now that encourage pithiness, for example Twitter. People mocked Twitter for “what can you really say in 140 characters?” but I think what we’ve discovered is that people can say delightful things; it forces them to boil what they want to say down to the absolute nut of it, it forces them to be incredibly witty. As Shakespeare wrote, 'Brevity is the soul of wit.' An aphorism itself that would fit perfectly into a Tweet with room left over.”
Interested in more things Clive Thompson has to say? Read the full interview here.
© 2013 by Jonathan Wai


Business Insider



domingo, 8 de diciembre de 2013

Lecciones de ajuste cuando se emprende

Lecciones de Bootstrapping de un desastre de emprendimiento
Por Matt Cooper

Lo que el vicepresidente de oDesk aprendió sobre la construcción de un negocio en los bosques de Mississippi.


En mayo de 2002, dejé mi trabajo de banca de inversión de JP Morgan en Nueva York. Después de años de semanas laborales de 80 horas, yo ya estaba listo para algo más.

Al principio, me dio un gran rodeo. Un tío que vive en los bosques de Mississippi tenía 10 acres cerca de un magnífico bosque nacional, donde tenía previsto poner en marcha un negocio de alquiler de canoas. Cortesía de un divorcio desagradable, todo lo que tenía (a excepción de su camión) se dirigió a una subasta por bancarrota. De pie en la escalinata del tribunal local, compré su tierra, y de repente, ahí estaba yo, haciendo bootstrapping un negocio con mi tío.

El negocio fue llamado Alquiler Canoe and Kayak Soggy Bottom. Fue mi primer emprendimiento. Y fue un desastre absoluto. Antes de que todo había terminado, se tragaba mis ahorros de banca de inversión y una buena parte de los ahorros de mis padres cuando trataron de salvar el negocio que había escrito fuera.

Con el tiempo, me llamaron un día y me mudé a Silicon Valley. Un matrimonio y cuatro hijos más tarde, manejando una start-up en los bosques de Mississippi se siente como toda una vida atrás. Pero me he dado cuenta de que todavía se aplican las (caras) lecciones que aprendí en la parte inferior empapado. He aquí cómo usted puede también.

Prueba antes de invertir


El dicho "si lo construyes , ellos vendrán" sólo es cierto en algunos casos. Antes de invertir, usted tiene que comprobar si la empresa que está construyendo es lo que quieren los clientes.

Cuando llegué a la propiedad Bottom Soggy, era un trabajo en progreso con un pabellón a medio construir. Durante un tiempo, dormí en un motel y luego en el piso del edificio. Habíamos invertido mucho en terminar nuestras instalaciones y en comprar equipos - 32 canoas, 16 kayaks, cuatro remolques y dos camionetas, así que para cuando nuestro 4 de julio la apertura rodó alrededor, todo estaba impecable .

El cartel "Ahora abierto" subió y nos esperaba la multitud de precipitarse dentro.

El sonido de los grillos era ensordecedor.

A veces no vienen

En nuestro afán por tener las mejores instalaciones y el equipo, habíamos descuidado a hablar con ni un solo cliente potencial. No había tropas de Boy Scouts, ni grupos de jóvenes de la iglesia, ni fraternidades de la Universidad de Southern Mississippi. Como resultado, puedo contar con una sola mano el número de veces, en los siete años que fui dueño de la empresa, que hemos llegado ni a la mitad de nuestra capacidad de reserva.

Hoy en día, todavía lucho contra el impulso de hacer grandes inversiones antes de que hayamos "beta probado." Cada vez que instan aparece, me imagino relucientes canoas enganchados hasta tristes furgones vacíos de pasajeros.

Finge antes de hacerlo

Hoy, sé que la prueba es esencial. Describimos lo que estamos pensando de ofrecer, a recopilar información, e invitamos a la participación en una versión beta. Hemos establecido la expectativa de que tenemos algo valioso que ofrecer, pero que aún no está bien engrasada - y que su ayuda será una parte crítica de nuestro proceso de puesta a punto.

Mientras que las nuevas empresas pueden reclamar el enfoque de "beta" y consideramos que es una buena práctica (echa un vistazo a esta página de prueba beta en Reddit), la prueba no es un concepto nuevo. Cuando los restaurantes abiertos, "falsamente abierta" por primera vez por la celebración de cenas gratis sólo para invitados a trabajar en los comensales amigos que saben que van a ser los conejillos de indias .

En Soggy Bottom, sabíamos que teníamos una maravillosa extensión de agua. Pero no sabíamos que deberíamos haber pasado el esfuerzo mínimo en la infraestructura. Cada poco de esfuerzo restante debería haber ido a dejar que la gente sepa acerca de nuestro nuevo negocio, invitando a entrar, y colgándose de sus comentarios.

Si hubiéramos burlado de una operación a gran escala en el corto plazo luego construyó uno una vez que tuvimos la prueba de concepto , tal vez habríamos hecho en el largo plazo.

Inc.com

sábado, 7 de diciembre de 2013

Consejos para pasar de dependiente a emprendedor

5 consejos para pasar de un trabajo formal a un emprendimiento

El recorrido de un empleado que deja de serlo para convertirse en emprendedor es uno de los caminos más habituales en la carrera de quienes se animan a independizarse. Aquellos trabajadores que, habiendo iniciado su carrera en un trabajo formal, conocen su campo de acción y buscan pegar un salto de calidad e independencia, muy posiblemente devengan en emprendedores calificados.
Para aquellos emprendedores que están en la instancia delicada de atender su trabajo formal e iniciar las actividades independientes, existen algunos tips que permiten sacar el mayor provecho del trabajo actual y lograr una ventaja a la hora de saltar por un negocio propio. Se los compartimos:
1. Ahorrar: la principal ventaja de un empleo formal es que la previsión de ese ingreso constante permite tener una capacidad de ahorro.  Ese dinero será necesario a la hora de financiar nuestro emprendimiento, por lo que es aconsejable conseguir el máximo dinero posible para el nuevo negocio.
2. Probar el emprendimiento: el error más común es creer que nuestro negocio funcionará, quizás por su innovación o por el empuje que tenemos, pero no por haber analizado el mercado. Saber si realmente nuestra idea puede aplicarse es fundamental y para esto podemos contactar posibles clientes y proveedores —aunque no tengamos aún la oferta completa— y ver si existe interés en el producto o servicio. Eso nos va a dar una idea de la viabilidad del emprendimiento.
3. Las puertas abiertas: si bien estamos optando por un emprendimiento propio, nunca está de más ser cordial y bien predispuesto a la hora de abandonar una compañía. Es muy probable que, si mantenemos un buen vínculo con nuestros ex-compañeros de trabajo, puedan convertirse en consumidores o proveedores de nuevos servicios.
 4. Ajustar las expectativas: es muy probable que por un tiempo nuestro negocio no de ganancias y que los ingresos simplemente cubran los gastos que el mismo emprendimiento genera. Por tanto,  es importante ser realistas y no confiarse en el crecimiento sino impulsarlo, tomando en consideración que todas las grandes empresas empezaron siendo emprendimientos.
5. Grupo de contención: existen opiniones de diferentes tipos en torno a los proyectos. Las críticas constructivas cohabitan con las miradas desmotivadoras y pesimistas. Por eso es importante contar con referentes, contactos, emprendedores amigos que nos den su perspectiva experimentada, ya que esa contención se traduce en un potencial a la hora de posicionarse y mantenerse en el mercado. 
- Espacio Cloud

viernes, 6 de diciembre de 2013

jueves, 5 de diciembre de 2013

Pruebe el desempeño de su sitio web




Test the Performance of Your Homepage: 3 Tips 
By JANINE POPICK

Your homepage may be the hardest working page on your website, so make sure you know what's working and what's not.



Almost every business has a website these days and the most important part of your website is your homepage. It's the online front door to your business and for most of us, it gets the lion's share of visitors. And your homepage may be the hardest working page you've got because, like a hostess with the mostest, your homepage has to work it with every visitor that drops by.

So how can you make the most of your homepage? I've got tips from the trenches honed from over 12 years running my online marketing company, VerticalResponse.

Gather Your Data

I work closely with our director of marketing communications, Alf, and other members of our marketing team to keep close tabs on the performance of our homepage. Having an optimized homepage experience is critical to our business because we have to get folks to sign up for a free trial of our e-mail and social media marketing services.

We use a variety of tools to assist us, with the most indispensable being Google Analytics. We look at the reporting on a daily and weekly basis to see where we have spikes and where we see people dropping off. By looking at our performance over time we can also see trends. And, by having this data, we are able to make informed choices about what elements we want to optimize and test to improve the conversion rate on our homepage.

Ready, Set, Test!

If you've never conducted a test, or an A/B test as it's called for those in the biz, it simply means to compare two versions of the same element for an equal amount of time, to check which of the two versions performs better.

Some basic rules of the A/B testing road?

  1. Remember to test one element at a time so you don't muddy your results.
  2. Ensure you run your test for a long enough period of time to get enough traffic to your website so your data will be relevant.
If you test too many things at once, you won't know what is having an impact and, if only 10 people see your test, you need to keep running it until you can get some statistically relevant data.

Lucky for all of us marketers, there are some simple and user-friendly tools out there that make testing less of a chore. Two that we use include Google Content Experiments and Optimizely.

With Optimizely, you just enter the URL for your website, then they'll hold your hand and take you on a "guided tour" to start what they call your "experiment." It's basically a testing wizard and really walks you through the paces. Perfect for both beginners and those of us who've run more tests than we care to share.

Never Stop Testing

In San Francisco, we live in the shadow of the Golden Gate Bridge. Many people don't know it, but there is a crew constantly painting the bridge to maintain that famous International Orange color.

That's a pretty good metaphor for how you should approach tests on your homepage. If you want it to be awesome, you'll never be done testing and that's a good thing. You have to constantly maintain it. Once you've nailed one element, move on to the next and then the next. In order to maximize conversions during this process, you'll want to prioritize the elements from the most impactful to the least so you get the most bang for your testing time and bucks.

You can also get more ideas around testing from one of our favorite sites called Which Test Won by Anne Holland. Each week Holland and her team feature a "Test of the Week" highlighting reader-submitted tests of lots of different online elements, from sign-up form length to page layout. They've got a library of over 350 A/B tests to help you get ideas, and see which tests improve conversions the most. Cool stuff!


Inc.com

miércoles, 4 de diciembre de 2013

Ensayos alternativos a las pruebas A/B

Alternative to A/B Testing You Need to Try 
BY ABIGAIL TRACY

The method that has been a marketing staple might be replaced by the newer marketing method--experimental design.


In the marketing world, A/B testing has been a staple for many years. As you probably know, the idea is to change a product slightly so you have two versions--A and B--and then determine which version consumers prefer. But a recent Wired article questioned the efficacy of this esoteric marketing tool. It argued that A/B testing is limited and that experimental design might be a better marketing method. 
According to the Wired post, A/B testing works well when hundreds of different tests can be run at one time. But when the number of tests conducted is limited, the variance in the sample is not great enough and the statistical significance in the testing is meaningless. It added that in many cases it is also hard to identify which variables elicit a response from consumers--all problems experimental design might have a solution for. 
Experimental design works best with companies that market to a large group of customers--listing credit card companies, online retailers and telecommunications firms as good examples. 
So, what is experimental design? 
According to the story, experimental design uses “mathematical formulas use combinations of variables as proxies for the complexity of all the original variables," then it allows for adjustment based on responses to different variables. So what it does is increase the variance in marketing campaigns so as businesses can determine the best marketing campaign based on numerous changes and various combinations and then adjust to these more quickly. 
However, the article pointed out that experimental design must be accompanied by other changes in the company. For instance, companies must be able to reach the right groups of consumers for the testing, that employees are properly trained in the new method and that there is a process of decision making set up around the shift to experimental design. 
Inc.com

martes, 3 de diciembre de 2013

¿Cómo testear su MVP?

How to Test Your Minimum Viable Product 

Will your idea fly with customers? Here's the best way to find out.



Editor's note: This post is part of a series featuring excerpts from the recently published book, The Startup Owner's Manualwritten by serial entrepreneurs-turned-educators Steve Blank and Bob Dorf. Come back each week for more how-tos from this 608-page guide.    
Once your Business Model Canvas is done, it's time for your team to "get out of the building" to test your hypotheses. You need to answer three key questions: 
  • Do we really understand the customer's problem or need?
  • Do enough people care about the problem or need to deliver a huge business?
  • And will they care enough to tell their friends, to grow our business quickly? 
Regardless of whether you have a physical or Web/mobile product, Customer Development experiments are short, simple, objective pass/fail tests. 
Start by asking yourself, "What do I want to learn?" And, "What's the simplest pass/fail test I can run to learn?" Finally, think about, "How do I design a pass/fail experiment to run this simple test?" 
The goal of these tests is not just to collect customer data or get a "pass" on the test.
It's something more profound and intangible: entrepreneurial insight. Did anyone end your sales call by saying, "Too bad you don't sell x, because we could use a ton of those"? That's the kind of feedback you're looking for. 
How to Test a Web/Mobile Concept 
The problem phase is markedly different for Web/mobile startups, where feedback comes far faster. The best strategy is to use a "low-fidelity" minimum viable product (MVP) that can be as simple as a landing page with your value proposition, benefits summary, and a call to action to learn more, answer a short survey, or preorder. It could be even a quick website prototype built in PowerPoint or with a simple landing-page creation tool. Your goal is something basic--no fancy U/I, logos, or animation.  
And no matter what, there's no substitute for face-to-face discovery with customers to see their reaction to the problem or the solution. Do their eyes light up or glaze over? (You may have to do all this for each "side" in multi-sided markets, where the issues differ for buyers and sellers/users and payers.) 
Get the MVP live as quickly as possible (often the day you start the company) to see if anybody shares your vision of the customer need/problem. Your website/prototype should:
  • Describe the problem in words or pictures ("Does your office look like this?")
  • Show screen shots of the potential solution ("Pay your bills this way")
  • Encourages users to "sign up to learn more" 
Measure how many people care about the problem or need and how deeply they care. The most obvious indicator is the percentage of invitees who register to learn more. Next you need to learn if visitors think their friends have the same need or problem, so include widgets for forwarding, sharing, and tweeting the MVP. 
Focus on the conversion rates. If the MVP gets 5,000 page views and 50 or 60 sign-ups, it's time to stop and analyze why. If 44% of the people who saw an AdWord or textlink to the MVP signed up, you're almost certainly on to something big. What percentage of people invited to the test actually came? What percentage of people in each test (a) provided their email address, (b) referred or forwarded the MVP to friends, or (c) engaged further in a survey, blog, or other feedback activity? Of those who answered survey questions, how many declared the problem "very important" as opposed to "somewhat important?" 
Consider Using Multiple MVPs 
Many start-ups develop multiple low-fidelity websites to test different problem descriptions. For example, a simple online accounts payable package can be simultaneously tested three different ways: as fastpay, ezpay, and flexipay. Each addresses three different accounts payable problems-speed, ease of use, and flexibility. Each landing page would be different, stressing the "ease of use" problem, for example. 
How to Test a Physical Product 
Start with at least 50 target customers--people you know directly. Next, expand the list by scouring your cofounders' and employees' address books, social-network lists, etc. Add names from friends, investors, founders, lawyers, recruiters, accountants, and more. 
In contrast with a product presentation, a problem presentation is designed to elicit information from customers. The presentation summarizes your hypotheses about customers' problems and about how they're solving the problem today. It also offers some potential solutions, to test whether your assumptions are correct. 
Hopefully you'll never get to use your presentation. Your goal is to get the customers to talk, not you. This is the biggest idea in Customer Development. Remember: You aren't trying to convince anyone you're right. You're there to listen. "Presenting" in this context really means inviting the customers' responses. So, after describing your assumed list of problems, pause and ask the customers what they think the problems are, whether you're missing any problems, how they would rank the problems, and which are must-solve rather than nice-to-solve. You've hit the jackpot when the customer tells you she will do anything to solve the problem. 
What if a customer tells you that the issues you thought were important really aren't? You've just obtained great data. While it may not be what you wanted to hear, it's wonderful to have that knowledge early on. 
Summarize this discussion by asking two questions: "What's the biggest pain in how you work? If you could wave a magic wand and change anything about what you do, what would it be?" (These are the "IPO questions." Understand the answers to these questions and your start-up is going public.) Casually ask, "How much does this problem cost you (in terms of lost revenue, lost customers, lost time, frustration, etc.)?"

Finally, introduce a taste of your proposed solution (not a set of features but only the big idea). Pause and watch the customers' reactions. Do they even understand what the words mean? Is the solution evident enough that they say, "If you could do that, all my problems would be solved?" Alternatively, do they say, "What do you mean?" Then do you have to explain it for 20 minutes and they still don't understand? Once again, the point is not to deliver a sales pitch but to get their reaction and a healthy discussion. 
Be Ready to Learn 
Some of your hypotheses might be shot down in flames in the first hour or two. For example, most entrepreneurs would change something if they invited 50 friends to an MVP "problem" page and not a single one clicked or signed up. Imagine your surprise if you bought a list of 1,000 mothers of toddlers and just three accepted your invitation to join toddlermom.com. 
In business-to-business companies, experience the customer at work, or at the very least observe it. Your goal should be to know the customer you're pursuing, and every aspect of his or her business, so deeply and intimately that they start to think of you and talk to you as if you were "one of them." 
After testing the customer problem (or need) and gaining a complete understanding of the customer, it's time to expose the product itself to potential customers for the first time. Not to sell to them but to get their feedback. We'll discuss that more in the next excerpt.

Inc.com

lunes, 2 de diciembre de 2013

6 consejos para desarrollar una aplicación popular

6 Insider Tips For Developing A Popular App


The press loves an “app millionaire” — entrepreneurs that make big money as their products attract venture capital, or the assimilating hands and deep pockets of a technology giant like Apple or Google.
Most developers will never live in that world.
The majority will make their living as contractors or employees working on other people’s apps, but some make a living writing their own apps and releasing them in the various stores. I have been living off my own apps for a decade now. From the Treo 600, through the iPhone revolution and on to the growing popularity of Android.
At the risk of sounding like a hoary old man of the hills, I’ve seen a lot of changes and been astonished at the ways in which the market has developed. But some things have remained true throughout the 10 years I’ve been running Hobbyist Software, and I expect they’ll go on being true long after I’ve hung up my keyboard. So here are a handful of tips and observations for the solo developer.

Satisfy your own needs.

My most popular apps are ones that I’ve developed for myself to satisfy my own needs with devices that excite me. If you want a capability on your device, chances are there are other people thinking the same thing. Having a problem you want to solve for yourself means that you are more committed to it and actually understand it. It’s also a lot more fun.

Take feedback and act on it.

Without exception it has been feedback from highly engaged users which has allowed my apps to keep developing over the years, to improve and stay fresh. I respond to most customer emails myself and aim to do so quickly. This seems to have a lasting halo effect as customers recommend my apps to their friends. Many people are surprised and very pleased to get an email from the real developer rather than a support minion.

Keep it simple — but not too simple.

You’ll typically get most feedback from the highly technical users who want lots of complicated features and options. These guys are great, they have some killer ideas, but they are not the majority of your users. In order to keep the broader base happy, you need to keep things simple. Palm OS used to talk about "the zen of Palm." They obsessed about letting users act in as few taps as possible. Apple has embraced this desire for simplicity — though, with Apple, making things beautiful can sometimes get in the way of achieving the goal.

Looks matter.

When I started developing, apps were called applications, and we cared more about what they did than how they looked. Times have changed. For your app to be a success, it needs to look good. Spend that bit of extra time (and maybe money, if graphic skills aren’t your thing) to give it a bit of polish.

You can’t predict success.

Apps are like pop songs. You write the app, you polish it and you release it. You don’t know whether it will be a hit or flop. That is true even after your first successful app. Most pop bands are one-hit-wonders, and most developers will struggle to follow initial success. I had low expectations for the app that would become my most successful project, and others that I was super-excited about disappeared without a trace. You do your best, release your app, then move on if you need to.

Small is good.

I have been accused of lacking ambition, but I like my small, low-risk approach. I don’t have employees, I have never spent more than a few thousand pounds to develop, design, and launch an app. Many developers are working towards a big launch on borrowed money, hiring an expensive team of rock star developers and publicists, hoping and hanging on for that ever elusive venture capital or big tech buy-out. I look at most of those app ideas and wonder why they didn’t just build their app in the evenings, launch it, and see what happens. Most will disappear without a trace, but a good idea that fulfills a need will gradually find a market. And probably has as much chance of hitting it big as any other decent app, with a lot less risk.


Venture Beat

domingo, 1 de diciembre de 2013

4 creencias que pueden derivar en un ataque de nervios

4 Creencias que con el tiempo conducen a un ataque de nervios
Por Shelley Prevost

La ansiedad es una droga de gran alcance para los empresarios. En las dosis correctas, es movilizadora y motivadora. Pero se puede ir de las manos con más facilidad de lo que piensas.



La ansiedad es una droga de gran alcance para los empresarios. En las dosis adecuadas, puede que movilizar a la acción y hacer que usted implacable en la búsqueda de sus objetivos. La perfecta combinación de sustancias neuroquímicas que puede tener en el punto dulce de la actividad creativa sin todo el burnout.

Pero cuando la forma de pensar acerca de su trabajo se vuelve demasiado rígido - virando en un sistema de creencias insalubres dominado por dictados como "debe " y " tener que" - es sólo una cuestión de tiempo antes de que experimente los efectos debilitantes del estrés y la ansiedad.

He aquí una lista parcial de las creencias que, si no se detecta, con el tiempo se pondrá al día con usted y crear un ataque de nervios casi ineludible.

Todo lo que hago tiene que ser perfecto.


El perfeccionismo ocupa un lugar destacado entre las creencias que inducen ansiedad. Normalmente se arraiga en la infancia, donde aprendemos su valor - para amortiguar de las críticas de los demás.

Pensamos: "Si yo soy perfecto, nadie puede juzgarme." Nos escondemos detrás de nuestras limitaciones bajo la apariencia de una vida perfecta, la familia perfecta, la casa perfecta, con la esperanza de que nadie se dará cuenta de cuán defectuoso que realmente somos.

En un intento de calmar nuestra ansiedad, dimensionamos a todo el mundo - especialmente los que estamos más amenazados por - y nos comparamos con su molde.

Es una competición que nunca se puede ganar porque nunca va a ser perfecto.

Si la gente realmente me conocieran, ellos me odiarían - y probablemente no quieren tener nada que ver conmigo.


Un primo cercano al perfeccionismo es la falta de autenticidad.

En los puntos cruciales en su vida que ha aprendido que ciertos comportamientos son aceptables y otras no - y si quieren llevarse bien en este mundo es mejor que sólo muestran las partes aceptables.

Cuando usted no se siente seguro de ser quien realmente eres, te compartimentar su identidad en aceptables "cubos ".

Para algunos de nosotros, el cubo tiene este aspecto - complaciente, agradable, humilde.

Para otros, el cubo es esto - roma, cáustica, nervioso.

Usted tiene su propio cubo aceptable. Sea lo que contiene es la cara que mostrar al mundo.

Las partes inaceptables de su personalidad son los que ocultar de todos, y probablemente usted mismo.

Pero cuando usted permanece desconectado de ciertos aspectos de su personalidad, no se puede estar completamente a sí mismo, lleno de vida.

Esta negación de sí mismo conduce a un nivel insostenible de la desconexión, un desglose de su identidad, y el estrés eventualmente.

Hablar de las emociones son sólo para los débiles.


La inteligencia emocional es importante para la comprensión de nosotros mismos, trabajar bien con otros, y la gestión de nuestras relaciones.

Sin embargo, evitar las emociones sigue siendo uno de los últimos baluartes que quedan de la sharky, la vida puesta en marcha.

La mayoría de los empresarios que encuentro odian a hablar sobre sus sentimientos. Ellos prefieren albergar sus emociones, tratar con ellos personalmente - o evitarlos por completo - a continuación, pasar a la próxima gran idea.

Aquí está la cosa : Las emociones son la manera de liberar la tensión.

Si usted no está hablando de ellos, es probable que el estrés que está bajo no tiene la oportunidad de metabolizar en su cuerpo y su forma de trabajo a cabo.

Crónicamente no hablar de las emociones no hará sino exacerbar el estrés que siente.

Si no lo consigo, me voy a morir. Así que me voy a matar a mí mismo para no fallar.


En el camino hacia el éxito, idolatramos fracasos, contratiempos necesarias. Incluso los celebramos con "Funerales de puesta en marcha" y tal.

Pero me pregunto si esto es sólo de boquilla - sabemos que se supone que estar bien con el fracaso.

Creo que si somos realmente honestos, tendríamos que admitir que no nos gusta. La mayoría de nosotros aborrecen el fracaso y la lucha como el infierno para evitarlo.

Así pues, para no fallar, descuidamos nuestra salud, se ponen distantes de la familia y amigos, fingir nuestro propio bienestar, así que no tenemos que hablar de ello, y caminan pesadamente a la siguiente tarea que asegura nuestra eventual "éxito".

Si no velozmente rumbo correcto, este miedo al fracaso le condenará a Workaholic estilo de vida que pueden conducir al éxito, pero ¿a qué costo?

Inc.com

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