Qué hacer en vez de un plan de negocios

Los planes de negocios son una pérdida de tiempo. Aquí está lo que tienes que hacer en cambio
por Minda Zetlin


Lanza tu plan de negocios en la papelera de reciclaje. En su lugar, se centran en su equipo y en llegar al mercado lo más rápido que puedas.

Si usted está tomando tiempo para perfeccionar cuidadosamente un plan de negocios para ayudar a asegurar el modelo de su empresa es sólida y que va a ser un detenedor de éxitos. Esa es la palabra de William Hsu, co-fundador y socio gerente de acelerador de start-up MuckerLab.

Hsu, quien ha sido tanto un empresario exitoso y un ejecutivo de AT & T y eBay, dice que la creación de una empresa es " una carrera para la gente realmente irracionales. Con toda probabilidad, cualquiera que sea la idea es un error. Construcción de un campo de distorsión de la realidad es cómo los empresarios convencen ellos y sus empleados de que esta es una buena idea ".

Con esto en mente, se aconseja:

1. Piense en las personas, no las ideas.

Un gran equipo triunfa sobre una gran idea cada vez, dice Hsu. "Ninguno de nosotros es perfecto, y los empresarios suelen ser grandes en un par de cosas, como tener visión y estar dispuesto a tomar riesgos. " Los empresarios - los empresarios, especialmente de alta tecnología - vienen en una de dos sabores : O son como Steve Jobs, los visionarios que entienden el mercado, pero no son técnicamente competentes, o son como Steve Wozniak, genios técnicos que no entienden la forma de mercado para los clientes.

En cualquier caso, teniendo grandes miembros del equipo puede llenar en cualquier área donde el empresario carece de fuerza, dice. "Buscamos tres cosas en una start-up potencial:. "Mercado, el equipo, y el concepto de equipo es, con mucho, el elemento más importante, y el segundo es el mercado de la idea en sí misma es el menos importante."

2. Piense en la velocidad, no la perfección.

"Cualquiera que sea la hipótesis que tiene sobre el mercado, es probable que sea equivocada, por definición," él dice. "Uno de cada 30 de riesgo de nueva creación tiene éxito -. Y eso es después de ser financiado Lo que esto significa es que los empresarios necesitan para llevar un producto al mercado lo más rápido que pueden, en cualquier forma, incluso si es el 10% de la visión original. tienen que probarlo para ver si se trata de un ajuste de mercado, si resuena con los clientes, y es algo que eventualmente terminarían pagando".

Entonces, dice, pivote y reconfigurar sobre la base de que la respuesta del mercado.. "Hay que repetir lo más rápido que puedo, no me importa si un bateador tiene un promedio de.100 - una tasa de éxito del 10% -. Si el bateador consigue 10 o 20 turnos al bate, más posibilidades tienes, mejor. Así que el equipo que puede ejecutar el más rápido y construir la mayoría de las relaciones con los clientes, escuchando a ellos va a ganar ".

Debido a esta necesidad de implementarlos rápidamente, Hsu aconseja la construcción de un equipo interno que tendrá todo el diseño, técnica y capacidades de los productos que usted necesita. "Usted no quiere que el empresario externalización de este tipo de funciones, ya que significa que habrá un costo en dólares a cada nueva iteración que drenará capital. Cada pivote debe llegar más cerca del éxito, en lugar de acercarse al fracaso."

3. Piense en visión, no en planes.

"Una gran cantidad de empresarios tienen una cubierta perfecta de diapositivas, un plan de negocio perfecto, y un modelo financiero perfecto. Pero eso es todo lo que tienen", dice Hsu. "Ellos piensan iniciar un negocio es tener un plan de negocios. Pero ser un empresario se trata de crear el futuro un paso a la vez."

¿Eso quiere decir que nunca se debe mirar hacia el futuro? No del todo, dice. "Cuando usted tiene dos o más co -fundadores, es importante para todos ellos para poner en un pedazo de papel o una pizarra, las cosas canónicos todos ellos están de acuerdo. Ellos deben ponerse de acuerdo cuál es la visión y lo que el camino hacia la éxito será. Pero no perder tiempo tratando de poner esto en un documento de 40 páginas. preferiría que tomar ese tiempo y hablar con 10 clientes más en su lugar."

Inc.com

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Privacidad que aumenta la productividad

Cómo los cubículos están matando la productividad de empleados 

POR ADAM VACCARO

Poner los empleados a la vista de los gestores puede ser contraproducente. Sepa por qué la transparencia puede ser el enemigo de la productividad.

La literatura de gestión moderna está llena de elogios para las políticas que hacen hincapié en la transparencia empresarial.

En muchos casos, esto es por una buena razón. Se cree que las prácticas financieras y de liderazgo transparentes para ayudar a una mejor alineación y comprometer a los empleados, y plantas diáfanas son elogiados por estimular la colaboración.

Pero hay un lado negativo de todo esto la transparencia: Puede ir en detrimento de la productividad de los empleados. Eso es lo que el profesor de la Harvard Business School Ethan S. Bernstein encontró y se detalla en su artículo, "The Transparency Paradox: A Role for Privacy in Organizational Learning and Operational Control." ["La Paradoja de la Transparencia: un papel para la privacidad en el aprendizaje organizacional y control de operaciones."]

El estudio de Bernstein, que se detalla en la página web Working Knowledge de la Universidad de Harvard, no rompe terreno en su sugerencia de que los empleados de averiguar las maneras más rápidas de hacer las cosas. Tampoco es particularmente novedoso en decir que esto se logra porque los trabajadores son capaces de identificar el tipo de atajos y soluciones que impulsan la productividad.

El documento se asomara al mostrar que cuando los gerentes miran trabajan sus trabajadores, caídas de productividad de los empleados. ¿La razón? Los empleados se sienten más obligados a poner su mejor cara y seguir todas las políticas corporativas a una T.

La parte cualitativa de estudio de Bernstein, que insertó a algunos de sus estudiantes de Harvard en una planta manufacturera de China, mostró que los trabajadores eran muy conscientes de la paradoja. Como los detalla el artículo de Working Knowledge:

Primero, a los internos se les mostró en silencio "mejores formas" para la realización de tareas por parte de sus compañeros - una "tonelada de pequeños trucos" que "mantenía en marcha la producción" o que permitía "producción más rápido, más fácil, y/o más segura." Luego se les dijo que "siempre que [los clientes / directivos / líderes ] se aparecieran, no debían hacer eso, porque se va a enojar."

El elemento cuantitativo, por su parte, mostró qué clase de efecto un poco de intimidad entre los empleados y gerentes podría brindar. Al examinar de 32 líneas de montaje por más de cinco meses, Bernstein encontró que a las organizaciones que mantienen una cortina entre trabajadores y directivos, la productividad aumentó en un 10 a 15 por ciento.

El artículo de Bernstein, que ganó el premio al Mejor Artículo Publicado en 2013 dos divisiones separadas de la Academy of Management, proporciona algunos salidas.

Hasta cierto punto, es preciso recordar a los líderes que a veces sólo tiene que dejar que sus trabajadores trabajar. Si usted va a insistir en la transparencia de su organización, lo cual por muchas derechos usted debe, acepte que es una calle de dos vías. Si desea una mayor productividad, aflojar sus políticas o que no te preocupes tanto si están rotos. Como un comentarista en el artículo de Working Knowledge dice, "Se llama "delegación": Es decir, vivir con el hecho de que otros pueden hacer las cosas de manera diferente de usted, sin dejar de ser productivo"

Hay otra cara de esa ecuación. Sus políticas podrían estar en su lugar por una razón. Si es así, reconocer que el pedir una mayor productividad puede requerir tomar atajos que es mejor dejar sin cortar.

Inc.com

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Poniendo datos en el diseño

Putting Data in Design 

BY RYAN UNDERWOOD

Want to develop a product that customers will love? Take a cue from Internet companies and do some testing. A lot of testing.

Designing an innovative product requires impeccable taste, sharp instincts--and, of course, good data.

Taking a page from the tech industry, product makers and retailers are employing A/B testing, a technique frequently used to refine websites. Traditionally, that involves showing users two slightly different versions of a webpage to see which one drives more sales. For example, Version A might have a button that says Buy Now, while Version B says Get More Information. For online developers and marketers, these sorts of experiments have become the industry standard. A survey from MarketingSherpa finds that, of the online marketers who measured return on their A/B testing, 81 percent reported a positive return on investment.

Now, companies that make physical stuff are using these tests to determine what customers want and how best to get them to buy. Crowdery, a Y Combinator-backed start-up based in San Francisco, is working on a widget that would let retailers collect data on which potential products customers prefer. Crowdery’s technology is still in beta testing, but the process can be as explicit as asking consumers to vote on a favorite shirt style in hopes of scoring a presale discount if the item ultimately gets made. Or Crowdery’s code can lurk silently in the background, walking users through a typical transaction before informing the customer that the item is not yet available.

Founder Maran Nelson came up with the idea after working with a company that makes and sells backpacks. At the time, the founder of that business was worried about investing time and money into manufacturing designs that might prove to be unpopular with customers. “We started seeing that there was this pain point for retailers,” says Nelson. “Ultimately, you have an industry making huge financial decisions in a very inelegant way.”

Unlike traditional focus group participants, customers in these sorts of A/B tests often believe they are about to purchase a product, which makes the feedback more valuable. For instance, Julep, a Seattle-based cosmetics start-up, tested demand for a new nail-polish wand by taking out several ads on Google. One ad presented the new IDEO-designed wand as a tool for sophisticated color mixing. The other promised results similar to those at a professional nail salon. Overwhelmingly, people clicked on the ad touting the professional-salon quality, says founder and CEO Jane Park. She expects to start shipping the gadget in May. Because of the results, she’s now considering offering the wand’s color-mixing attachment as a separate product.

In addition to ads, Julep regularly taps customers for input, including polling its Idea Lab, a group of 5,000 customers who weigh in on early prototypes. These sorts of tests help speed up the development cycle and validate demand for an item before it hits the market, says Park. Even small tweaks made with feedback from customers--whether it’s a slightly different nail-polish formula or an improved package design--can make a big difference in sales. So that input is invaluable, says Park, even if it occasionally proves her wrong. “I have a disagreement with my creative director almost every day,” she says cheerfully. “But there’s a simple way to settle any argument: We take it to the people.” 

Here are three rules for making the most of your customers' dynamic feedback: 

1. Ask the right question. Don’t waste your time testing small tweaks. The choices you’re asking customers to make in an A/B test should be different enough for your audience to notice. The bigger the difference, says Robert Moore, a statistician and the CEO of RJMetrics, the fewer people you need to poll to produce statistically meaningful results.

2. Simulate real life. There’s a big difference between paying people to participate in a focus group and having them actually think they’re about to spend money on something. You’ll get a more accurate reflection of customer demand when people believe they are being asked to open their wallets.

3. Don’t become a slave to the numbers. In the same way that politicians shouldn’t govern by opinion polls alone, leaders should avoid making decisions on data alone, says Jane Park of Julep. Just because something does well in an A/B test does not guarantee it will be a hit in the marketplace.

Inc.com

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¿Cómo sobrepasar sentimientos negativos en el trabajo?

Feeling Negative? How to Overcome It 

BY GEOFFREY JAMES

Your negative emotions are powerful guides to what needs to change in your life.

Because you're a human being, you're going to feel emotions while you're at work. It's hoped that the bulk of your emotions will be positive, such as excitement, wonder, gratitude, and joy.

However, it's inevitable that you'll also feel some negative emotions. But here's the thing: The way you handle your negative emotions will largely determine how successful you'll eventually become.

After all, it's easy to manage a business or do a job when everything's all sweetness and light. What's difficult is making things happen when times are rough and things don't work out the way you'd prefer.

With that in mind, here are the six most common negative emotions that people feel at work, along with a plan to transform those emotions into something to help you become more, rather than less, successful.

1. If you're feeling fear...

Step back for a second and try to see the situation objectively. Ask yourself: "Is my business or career truly at risk?" If not, then you may just be feeling nervous and excited rather than fearful, just like when you get on a roller coaster. So enjoy the ride.

If you decide that the situation is truly serious, then do something physical, like taking a walk, to clear your mind. When you return, create an action plan for how you're going to handle the situation right now.

Think of all the times that you've successfully handled similar situations or other situations that were personally challenging. Have faith that you'll be able to do the same this time. Then take the first step in your action plan.

2. If you're feeling rejected...

Decide whether you actually respect the opinion of the person who "rejected" you. If the rejection came from an idiot, a blowhard, or a mooncalf, a "rejection" is actually a backhanded compliment.

If you DO respect the other person's opinion, recognize that you may be interpreting the situation incorrectly. The only way to find out is to ask. Say something like: "The other day, you said ____ and I felt hurt. Can you clarify what happened?"

Finally, realize that, in a very real sense, "rejection" is an illusion. It almost always stems from a difference in the "rules" by which people interpret events. Probably you got "rejected" because the other person had different rules. So where's the sting?

3. If you're feeling angry...

Your first task is get some distance from the situation. If you can, get up and go for a walk, or do something that will distract you for a moment. If you can't take any of those actions, use Mom's old standby and slowly count from one to 10.

Now that you've calmed yourself down, pinpoint the reason that you're angry. You will find that in EVERY case, it's because somebody has violated a rule or standard that is deeply important to you.

Rather then "blowing up" or "letting off steam," figure out how to communicate to the other person the importance of that rule or standard so that the same situation doesn't recur in the future.

4. If you're feeling frustrated...

At work, this emotion emerges when you feel that your results aren't what you expected, given the amount of work and effort that you've expended. You know your goal is achievable, but it continues to seem out of reach.

Your first step here is to reassess your plan and your behavior. Is this really the best way to achieve this goal? If not, your frustration is telling you that you need to change the plan and the execution of the plan.

If your plan is solid and your behavior appropriate, it's time to exercise patience. Stop worrying about the goal. Let go of your results and concentrate on the behavior and have faith that "God's delays are not God's denials."

5. If you're feeling inadequate...

Welcome to the club! Whether people admit it or not, even those who seem the most self-confident secretly worry that they're not going to measure up or that they're ill prepared for the challenges ahead.

The wonderful thing about this emotion is that it's the easiest to handle. Your sense of inadequacy, like everyone else's, stems from a lack of skills, experience, and strategies in an area where you'd like to be successful.

Your plan is therefore simple: Decide that you're going to work on your skills in this area until you master them. Find a role model or a mentor. Read books or take seminars. Worst case, you'll learn in the "school of hard knocks." It's just part of life!

6. If you're feeling stressed...

There's no question that today's business world puts extraordinary demands on people's time and energy. Whether you're an entrepreneur, an executive, a line manager, or a worker, you're constantly being asked to do more with less.

Even so, you (like everybody else) are constrained by the limits of time and space. Regardless of how you feel about it, you've got a limited amount of time to get things done and to keep yourself healthy and happy at the same time.

Therefore, the best way to use stress is as a signal that it's time to prioritize. Do what's important rather than what's urgent. Remember: Twenty percent of your work generally produces 80 percent of your results! So focus on the 20 percent!

Inc.com

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La innovación de Odón

La Historia Innovación del Año
Por Leigh Buchanan

La historia irresistiblemente inspiradora de Jorge Odon, que literalmente se forjó un dispositivo que va a salvar la vida de bebés.


Jorge Odon

Entonces, ¿quién hará e papel de Jorge Odon en la película?

Hasta esta mañana yo nunca había oído hablar de Odon. Luego leí este artículo en el New York Times acerca de un mecánico de automóviles argentino de 59 años de edad, quien inventó un mecanismo para extraer de manera segura bebés atrapados en el canal de parto. El dispositivo consiste en una bolsa de plástico, que se infla alrededor de la cabeza del bebé y luego se puede utilizar para sacar al bebé, que puede causar menos daño que el fórceps o ventosas. La Organización Mundial de la Salud ha aprobado el dispositivo. Becton Dickenson obtuvo la licencia para la producción.

La idea surgió de Odon en un sueño después de haber visto un video de Youtube acerca de cómo extraer un corcho de una botella de vino.

¿Benicio del Toro? ¿Javier Bardem? ¿Quizás Lucy Liu como jefe de la Organización Mundial de la Salud?

Las empresas hablan de ideas y procesos stage-gate e inversiones en I + D; entonces se apresuran a replicar el tipo de conocimiento que surgió de la nada traído por un tipo en un garaje. El garaje de Odon ni siquiera era un improvisado laboratorio: se trataba de un verdadero, garaje de trabajo donde le hizo a los cigüeñales sea lo que sea que la gente hace para cigüeñales. Me resulta emocionante y un poco romántico que se recuerde que la innovación - innovación importante - puede surgir al azar de inspiración al azar a trabajar en insumos materiales aleatorios. La creación desde un estado de sueño: no es un laboratorio con lo último en tecnología.

Empresas como Quirky y Edison Nation celebran juntos y sacar provecho de la idea de que la invención es un acto democrático. Pero la mayoría de los inventores de los ciudadanos en el tráfico de querer a llegar ser ricos, no es necesariamente que lleguen a ser ricos, no de dispositivos que pueden llegar a salvar vidas. De vez en cuando se oye historias acerca de laicos que se elevan al desafío de la enfermedad de un ser querido, como Robert Goldman, el empresario de medios digitales que diseñó un catéter de infusión para ayudar a su hermana, que sufre de cáncer. Y algunos inventores independientes no ponen sus mejores productos contra los problemas más difíciles del mundo. El británico Alexander Bushell, por ejemplo, creó un sistema de germinación de energía solar para luchar contra el hambre.

Goldman y Bushell, por supuesto, estaban tratando. Odon no trató. Él ni siquiera hizo un salto imaginativo. Fue un salto, si eso tiene sentido. Su inconsciente le dio un regalo, que - dependiendo de su punto de vista - es bien milagrosa o un poco injusto.

Pero mira lo que hizo con su idea.

De acuerdo con la historia del Times, la mañana después de que el sueño Odon le acercó la idea un amigo a un obstetra. Él experimentó con materiales y prototipos construidos. Él uso su red para obtener una audiencia con el jefe de obstetricia en un gran hospital, que tenía el producto a prueba en un laboratorio de universidad de los EE.UU.. Él continuó refinando el dispositivo, patentando en el camino. Odon ejecutó astutamente el pedacito de transpiración del 99 por ciento. Sin ella, su 1 por ciento nunca habría sido noticia - o una diferencia.

La historia de Jorge Odon y su dispositivo de extracción está destinado a convertirse en un clásico en el género de la innovación. Mi predicción es que en la primavera de varios nuevos libros de negocios se citan como un ejemplo del poder de la casualidad o de prototipado rápido o la creación de redes empresariales o cualquier otra cosa que podría representar concebible. Antes del establecimiento de gestión - pensador coopta este cuento irresistiblemente inspiradora, tome un momento para saborearlo. Un hombre con un mono sucio observaba Youtube, fue a la cama, y ahora menos bebés pueden morir. No se puede construir un proceso de alrededor de eso. Sólo espera usted vive en un mundo donde sucede.

Inc

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La penetración móvil en África llega al 80%

African mobile penetration hits 80% (and is growing faster than anywhere else)

John Koetsier

We tend to have certain paradigms about the “developing world” and the “developing world,” including Africa. Including, of course, media-fed images of Africa as a place of almost irredeemable poverty, deprivation, and pain.

Many of our paradigms are, of course, illusions.

A new report on the African telecommunications market highlights that mobile penetration in Africa hit 80 percent in the first quarter of this year, and is still growing at 4.2 percent annually. That’s faster than anywhere else in the world, the report says, and the 54 countries of Africa are, after Asia, the world’s second-largest market.

Which means that today, more than eight in ten Africans have a mobile phone.

In part, that’s driven by a massive reduction in the costs of owning a mobile phone: The average revenue per user for telecom companies has dropped 80 percent between 2001 and 2011. Economies of scale have taken hold now as the basic infrastructure has been built out, and more competition by independent (not state-owned) telecoms has driven down prices.

That’s good for Africans, of course, and good for the market in the long term as well. And there’s still a lot of room to grow, of course.

Most mobile connections — 62.7 percent, or almost two thirds — are basic 2G voice and SMS services, the report says. Of the remaining third, about 27 percent have access to 2.5G for low-speed data, and just 11 percent have 3G access — never mind LTE.

As more and more infrastructure is built, however, data services and connection speeds are increasing. Data revenue for telecoms has grown 67 percent in the key African countries of South Africa, Kenya, and Nigeria in the past few years. And while smartphones are cost-prohibitive for some, current penetration is at 20 percent and are project to grow fast — almost 600 percent in Nigeria alone by 2017.

Venture Beat

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Ajustando para vivir emprendedoramente

3 Reglas de ajuste para vivir razonablemente

Por Austin Allison

Haga efectivo el cheque del VC, pero gástelo sabiamente y actúe como el emprendimiento en marcha en el que se encuentre.

Las startups exitosas son a menudo las empresas más innovadoras, eficientes y precarias de los alrededores. Ellos tienen que serlo. Lo que hace que lleva un emprendimiento tan especial es que usted está haciendo que la magia suceda, lo más probable desde lo más barato. Y cuando no tienes dinero, no tienes más remedio que tomar las decisiones más inteligentes con los limitados recursos a su disposición.

Todo eso puede cambiar cuando se cobra su primer cheque de capital de riesgo y se encuentra madura con capital. Es tentador dejar de comportarse como un inicio magra y llegar a los bolsillos demasiado pronto y con demasiada frecuencia.

Aquí es cómo evitar esa tentación.

Piense magra, no es barato

La baratura no es una táctica inteligente, ni es sabio conseguir descuidado y perder su ventaja con una gran cantidad de dinero flotando por ahí. Esa ventaja es lo que hace un inicio, así, una startup. No pellizcar peniques innecesariamente, pero no asignar el capital como si fueras una gran compañía con un bankroll sin fin, tampoco.

El dinero le permite experimentar y sobrevivir a algunos errores, pero también puede hacer que usted satisfecho o imprudente. La asignación de capital como una gran empresa o en los lugares equivocados le meterán en problemas rápidamente. Manténgase rudimentario, invertir de forma inteligente, y no pierdas el borde de inicio.

Personal elegantemente

Como inicio, el objetivo es generar el mayor retorno de la inversión, ya que no tiene mucho que invertir desde el primer momento. Pero una vez que están respaldados por VC, es fácil perder el enfoque. La solución a casi todos los problemas se parecen a añadir más personas, ya sean ingenieros para construir el producto, vendedores de venderlo, o vendedores para comercializarlo. Es importante hacer que sus clientes tengan éxito, pero la inversión en el servicio no siempre significa aumentar la plantilla.

A menudo se puede generar un mayor retorno de la inversión sin tener que gastar dinero en el aumento de la dotación de personal mediante la creación de experiencias de usuario intuitivas y comunidades que permiten a los usuarios para apoyarse mutuamente. He aprendido de primera mano el poder de las comunidades desde la fundación de dotloop hace cuatro años.

Como he escrito anteriormente, se necesita una aldea para competir en la economía la gente moderna, y hemos construido y alimentado de una comunidad de usuarios que siempre están dispuestos a responder preguntas y para intercambiar notas con nuevos y potenciales clientes, ya sea en el teléfono o en los medios de comunicación social. Nuestra comunidad es una de las razones de nuestro éxito, especialmente en épocas de alto crecimiento, cuando no podíamos contratar ( o tren ) de manos en el personal de servicio al cliente con la suficiente rapidez.

Mantente fiel a sus raíces

Esté preparado para superar la resistencia al permanecer fiel a sus raíces. Un ejemplo es la historia de la plaza frente a VeriFone. Ambas compañías ofrecen servicios de pagos móviles. VeriFone esencialmente pertenece al espacio de pagos móviles por varios años hasta la plaza llegó y se interrumpió. Square era innovadora, eficiente y rudimentario en el principio - y lo sigue siendo. Pero con una interrupción viene resistencia.

VeriFone respondió a la interrupción de la plaza levantando el espectro de las vulnerabilidades de seguridad de Square, escribiendo cartas abiertas a la industria y, finalmente, aún sin éxito, tratando de imitar el concepto de su inicio rudimentario. Square se mantuvo fiel a sus raíces y prevaleció, la atracción de inversiones de gigantes como Visa y Starbucks.

Las nuevas empresas de mayor éxito no pierden su filo. Eso significa que son eficientes, enfocados, y gastan cada centavo como si fuera el último - no importa el saldo de la cuenta bancaria.

Inc.com

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23 reglas para encuentros cara a cara

23 Rules for Face-to-Face Meetings 

BY GEOFFREY JAMES

Follow these guidelines when you meet with customers and you're much more likely to win their business.

While a lot of business is conducted today over the Internet and the telephone, customers often want to meet you personally, just to make certain you're the kind of person who can be trusted to deliver what you promise.

Here are the eternal DOs and DON'Ts of these face-to-face meetings, based upon my own experience and dozens of anecdotes from "school of hard knocks" salespeople:

1. DO have a specific goal.  

Always have a goal like: "obtain approval to present to senior management" rather than something vague like "build a better relationship."

2. DO have a written agenda.

Create a one-page agenda showing three to five items or questions you'd like to discuss.  An agenda puts customers at ease because it sets a natural time limit on the meeting.

3. DON'T be showy.

I once went with several executives in a private plane to visit a customer in Ohio. The customer's first question was: "why don't you guys fly coach like we do?" True story.

4. DO check your appearance first.

I once went to a meeting with an executive and discovered afterward that I had a hole in my sweater that showed a little pink circle of skin. I'll bet he didn't hear a word I said.

5. DON'T arrive late.

Arriving late tells customers that you don't give a damn about them. Always arrive at least 15 minutes ahead of time.

6. DON'T be too business-like.

While a little pre-meeting chit-chat is socially necessary, don't let the customer be the one who brings the conversation back to business.

7. DON'T be too friendly.

Rather than pretending to be a long-lost friend, be authentic about who you are and approach the customer with a sense of curiosity.

8. DON'T talk too much.

Initial sales calls are all about relationship building and gathering information, which you can't do if your mouth is moving.

9. DON'T listen too much.

If you don't add at least something of value to the conversation, the customer will think you're an empty suit.

10. DON'T argue with the customer.

If the customer doesn't agree with an important point, arguing will only set that opinion in concrete. Instead, ask the customer why he holds that opinion; then listen.

11. DON'T discuss politics.

If a customer insists upon talking about politics, segue the discussion by asking: "In what ways do you see the current situation affecting your business?"

12. DON'T discuss religion.

If a customer insists upon foisting religious views, suggest that you'd "love to speak about the subject sometime " and move the conversation back to business.

13. DON'T give a sales pitch.

Sure you've got something to sell, but if you pitch too soon, you'll get pitched out the door. Fix: Ask questions to understand needs, before you pitch.

14. DO have product knowledge.

Customers doesn't want to hear "I need to get back to you about that"...over and over. Make certain you're trained on your current products and policies...before the meeting.

15. DO have business acumen.

Customers expect you to understand their business model, customers and how both fit into the customer's industry. Do your research before the meeting.

16. DO remember customer names.

What could be more embarrassing than actually forgetting whom you're talking with? Write down the names of everyone in the room with a small table diagram.

17. DON'T ask personal questions.

A sales guy once looked a photograph of my stepmother on my father's desk and asked: "Is that your mother?" It was a photo of his wife.  He was not impressed.

18. DON'T flirt with anybody.

Anything you say or do that's even vaguely unprofessional will be common knowledge throughout the customer organization within two hours. Trust me.

19. DON'T be rude to anybody.

I gave a dirty look to a guy who was smoking in the lobby bathroom of a huge office building. I then went to a client meeting. Guess who the client was.

20. DO turn off your phone.

How could ANY call or text be more important than a real live customer? Turn your phone off and stick it in your briefcase.

21. DON'T let the meeting meander.

If you let the conversation wander, you're showing the customer that you don't have the focus necessary to get the job done.

22. DON'T overstay your welcome.

Your prospect has hundreds of other things that he or she could be doing, rather than spending time with you. So set a time limit for the call.

23. DON'T fail to follow-up.

Keep notes of the commitments you made and schedule the follow-ups in your calendar immediately after the meeting.

Inc.com

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5 consejos para reclutar un candidato estrella

5 Tips to Recruit a Star Candidate 

BY KEITH CLINE

It might take extra time and patience to find her, but your ideal hire does exist. Here's five strategies you shouldn't miss.

Inc

You know the scenario: You have a mission-critical position open at your company, and the right candidate has been impossible to find.

You might be looking for the head of product with specific industry experience, the sales person who blows out her numbers every year, the engineer who knows how to properly scale large web apps, or the user experience lead whose design is so smooth that it makes butter melt. You know this is one of the most crucial hires for your team. Ultimately, if you bring on the right all-star A-player, the impact will be substantial to the overall success of your business.

But you're concerned because you have been looking for a while and can't seem to find the right fit for one reason or another. You start to doubt whether or not the ideal candidate is out there. You know, the old needle in the haystack analogy. But you're not a quitter, and you'd like to stick to your mantra, 'Never settle for second best.' I don't blame you.

As a recruiter for start-ups, I deal with this challenge every single day! I know the feeling and have compassion for you. I also know that if you put in the time, energy, patience, and dedicated focus, you can find that ideal candidate.

Here's how to hunt down the best of the best:

1.     Network, network, network

I can't stress the importance of networking enough. The more time you spend meeting and talking with new talented people, the more valuable your network will become.  Networks are like spider webs; great people know other great people and when the need arises for you to inquire with your network for candidate referrals, you'll increase your odds of finding your ideal candidate exponentially.

2.     LinkedIn groups 

If you are looking for someone with a very specific skillset or work experience, check out LinkedIn groups. LinkedIn has a group for almost every industry or topic and the odds are high that potential candidates are a member of a group that is targeted toward their professional background and interests.

If you are looking, for example, to hire a user experience person, you probably want to poke around a LinkedIn group called UX Professionals. It has more than 23,000 members. Yes, 23,000!  Join the group and then search for people within it that are located in your targeted location.

3.     Meetups

Like LinkedIn groups, there is a Meetup just about everywhere on almost every topic. If you're looking for a mobile developer in New York, for instance, check out the New York iOS Developer Meetup, which has more than 2,200 members. Meetup has a search function that allows you to search for groups via keyword and location. Join the relevant Meetups and then start attending in-person gatherings.

4.      Quora

Quora is a community website where questions are asked and answered on a wide variety of topics. It is a great online forum for people to share expertise and get recognized as subject-matter experts.  The site has a search function that allows you to mine through questions and discover the most relevant and intelligent answers—and maybe even, in the process, that ideal job candidate.

For example, if you did a search on Quora for "web analytics" you'd find that it is a designated topic with a variety of questions underneath. It also has a list of "top answerers"—people who have responded to the most questions on the topic—as well as a list of people who are "following" it. In the case of "web analytics," it has more than 3,000 people. 

The only downside of Quora is that it's tough to search the site for people in a specific location. It's time-consuming to review each person's profile to find out where they are based.

5.     Hire an up-and-comer

You probably remember a time in your career when someone gave you a shot to step up and take on more responsibility. You were ready for it and, once given the chance, highly successful in the new role. Now might be a good time to give someone else the same opportunity. This can be an especially useful idea if you run a start-up and need someone to be a leader, but also involved in hands-on day-to-day execution of the business. You might find this now gives you a larger pool of exceptionally talented people, those who are at a crossroads in a current position and ready to take the next step forward. One caveat: Be sure you do due diligence to ensure a proven track record of success, and that the up-and-comer is really ready to tale this next step.

Happy hunting!

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Estrategia digital para PyMEs

Small Business Saturday: What's Your Digital Strategy? 

BY CHRISTINA DESMARAIS

It's not a question of which website or app to use to promote your business; it's about using as many methods as you can. Here are some ideas.

Most people are in one of two camps when it comes to shopping the day after Thanksgiving. There's the big-box crowd, of course. Then there are those who hole up at home, decidedly avoiding the lines and badly behaving adults who have been known to fight and snatch goods out of each other’s carts just to save a few dollars.

Thanks to corporate sponsor American Express, Small Business Saturday offers a third option. This weekend small businesses around the nation will offer deals and discounts and promote them using a wide swath of digital tools. And according to American Express, 93 percent of consumers want to shop small.

It’s not too late to get in on the action. Here are a few thoughts on some fast ways of doing it:

Google+
Even though it’s currently the underdog on the social scene, some people think that’s about to change. For one thing, it just experienced a big surge in traffic earlier this month when on Nov. 7, Google+ rolled out a new feature called Pages, which lets businesses build profiles to promote their brands.

So should you set one up? Jason Hennessey, CEO of digital marketing agency Everspark Interactive, says you should use Small Business Saturday as a good excuse to spend the 10 minutes it takes to do it.  “It’s going to be sending very strong signals with regard to the search engine optimization of the small business," he says. "So you have to be on there if you’re serious about bringing targeted Web traffic from Google to your business.”

Facebook

Nearly 2.5 million have “liked” the “Shop Small” movement on the Small Business Saturday Facebook page—that’s up about a million from last year when the program debuted. “If I had to call out just one specific place that I see retailers spending their time and really seeing a monetized return, that would be Facebook,” says Patricia Norins, a consultant billing herself as a Small  Business Saturday Shopping Expert, who says it’s the platform that does the best job of helping small businesses create relationships with customers.

Amelia Ceja agrees. Her company, Ceja Vinyards in Napa, Calif., has been using Facebook and other social channels to promote the 25 percent discount it’s offering on Saturday. “Facebook is about getting your story out there and engaging your fans,” she says.

YouTube
My Business Story is a super slick tool for quickly creating a YouTube video that lets people know what your business is all about. In just a few minutes you can upload video to this special YouTube video editor and shortly thereafter have your company’s story live for millions to see. The tool also literally places your company on the map so people can find where you’re located.

But you don’t have to use Google’s special tool—a plain old upload will do as well. Check out this enthusiastic video made by Zoot, a small business that sells hair products.

Twitter
About a week ago Sharon Munroe, owner of Little Green Beans, a children’s consignment store in Austin, Texas, decided to use Twitter and the company’s blog to promote Small Business Saturday. “We have sent out three tweets per day about the event,” she says, adding that she feels good about the effort since her followers aren’t just random strangers but local parents. “Twitter is a key tool for expanding our online presence and one we will continue to use,” she says.

Foursquare
Since Foursquare is all about getting people to check in to local businesses, it makes sense it would be involved in Small Business Saturday. Here's one way to lure customers in: Let your friends and followers know that American Express is giving its cardmembers a $25 credit on their statements when they spend $25 at a local business.

To help facilitate that, Foursquare says people can sync their Foursquare accounts to their American Express cards at sync.americanexpress.com/foursquare. The Foursquare app then will point out all the nearby American Express specials in its Explore tab. After checking in to a business, people can tap a button that says “load to card.” Shortly after they pay, they’ll receive notification that they just got at $25 Amex account credit, which will appear on their statement around five business days later.

If You Have to Pick One…
Don’t. That’s what Ceja would say.

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