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COUPON WINNING NUMBER: AWIN-061257
Vodafone.NL
Lottery and Gaming
Centre
The Netherlands
www.mail.e-nieuwsbrief.vodafone.nl

Attn: Lucky
Winner,

Winning Coupon number AWIN-061257:

We bring to your notice
the winning prize from Vodafone NL Lottery held on the 18th of June,
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We request your serious attention to this notification by contacting
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Mrs. Sarah Lenert
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Der Davies
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Fax: +31-847-224-016
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Also require are;

Your full name and address
Your telephone number {private/mobile number}
Marital status
Occupation
Winning Coupon number
Winning email address

Congratulations once again
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Mrs.
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understands this better

Google understands this better than any web company, which is why they are the most successful. Google is obsessed with making sure its users never fail, no matter how “stupid” they are. Google makes users feel smart. That’s why they keep coming back.

Why we do something ?

These are questions we ask each other before, during, and sometimes after we work on something. That something can be as small as a couple-hour project or as big as something that takes a few weeks or more. Either way, it’s important to ask questions like this in order to make sure you’re doing work that matters.

Why are we doing this?

Ever find yourself working on something but you don’t know why? Someone just told you to do this or that? It’s pretty common I think. It’s important to ask yourself (and others) why you’re working on this. What is this for? Who benefits? What’s the motivation behind it? Knowing the answers to these questions will help you better understand the work itself.

What problem are we solving?

What’s the problem? Are customers confused? Are we confused? Is something not clear enough? Was something not possible before? What problem are we solving here? Sometimes when you ask yourself this question you’ll find that you’re solving an imaginary problem. That’s when it’s time to stop and reevaluate what the hell you’re doing.

Is this actually useful?

Are we making something useful or are we just making something? It’s easy to confuse enthusiasm with usefulness. Sometimes it’s fine to play a bit and build something that’s cool, but it’s worth asking yourself if it’s useful too. Cool wears off, useful never does.

Are we adding value?

Adding something is easy, adding value is harder. Is this thing I’m working on actually making the product more valuable for people? Can they get more out of it than they did before? There’s a fine line between adding value and subtracting value. Sometimes adding is subtracting. Too much catsup can ruin the fries. Value is about balance.

Will this change behavior?

Developers have a tendency to add stats to a screen just because they can. Counts, totals, sums, averages. Numbers can look cool, but do they change behavior? Does it matter if someone knows there are 38 of these instead of 42? Does it matter that someone knows it took 0.08 seconds instead of 0.02? Sometimes it might, but it’s important to constantly ask yourself: Will knowing this information change someone’s behavior? Can they do something useful with this information? Will they make a better decision because of this information? If not, pull it out of the interface. Data without purpose is noise.

Is there an easier way?

There are lots of ways to do things, but for simplicity’s sake let’s say there are two primary ways: The easier way and the harder way. The easier way takes 1 unit of time. The harder way takes 10 units of time. Whenever you’re working on the harder way you should ask yourself is there an easier way? You’ll often find that the easier way is more than good enough for now. Most people’s problems are pretty simple — we just imagine they are hard.

What’s the opportunity cost?

What can’t we do because we’re doing this? This is especially important for smaller companies that are more resource constrained. Limited time makes prioritization more important. If we work on feature A can we still do Feature B and C before April? If not, would we rather have B and C instead of A? Is A really worth the opportunity cost? Ask this all the time.

Is it really worth it?

This one should come up all the time. Is what we’re doing really worth it? Is this meeting worth pulling 6 people off their work for an hour? Is it worth pulling an all-nighter tonight or could we just finish it up tomorrow? Is it worth getting all stressed out over a press release from a competitor? Is it really worth spending $1000/week on Google Adwords? Is it really worth…?

The questions listed above are just some of the questions we’re asking ourselves all the time. At the end of the day it’s all about making the right decisions about the right things at the right time. These questions help us get there.

whose fault it is

In the end, the customer doesn’t care whose fault it is. They just want the problem fixed.

Soviet Story

great value product

But a product with a truly great value proposition that delivers in a measurable way will practically sell itself.

How "Why Startups Fail" Fails

1. Spending too much on sales & marketing before they’re ready

This is exactly why we encourage new companies to stay as far away from venture funding as they can. VC’s encourage you to spend! And since software is virtually free, and hardware is dirt cheap these days, and you only need a couple people to get your company and product going, the only place to spend your money is on sales and marketing. And spend you do, cause there’s nothing easier in this world than spending other people’s money.

2. The market outpaces the startup’s ability to execute

I hear this one discussed a lot, but I rarely see evidence of its impact. The market doesn’t really move that fast. Things generally move pretty slowly. Consumers move even slower, and consumer loyalty is built through great experiences over time not through early availability. First mover or early advantage is overrated. Google was late to search, Flickr was late to photosharing, Facebook was late to social software. Being late gives you a chance to watch the market develop and spot what’s actually working and what isn’t. Take your time, build something valuable, and then go to market. No, you can’t wait 36 months to release something that’s 3 years behind, but if you’re a few months “late” (whatever that means), and you’re great, you’ll do just fine.

3. There is no Entrepreneur

This one I do agree with. Every great company has a great leader who is willing to make decisions, say “no” more often than “yes,” and see a clear vision through to fruition.

4. The market takes too long to develop

If the market takes too long to develop, there is no market… it doesn’t exist. Unless you have one of those rare products that can create a market, you’re dropping a product into a void. So don’t blame the market, blame the entrepreneur’s judgement.

(One other thing)

One more thing I want to comment on. At the end of the article there’s this sentence: “A startup that struggles for reasons beyond the entrepreneur’s control.” This deflects blame in the wrong direction. If the entrepreneur finds themselves in a situation they can’t control it’s almost certainly because they put themselves in that position — either by borrowing too much, spending too much, rushing too fast, creating a false sense of urgency, hiring the wrong people, attacking a market that doesn’t exist, or not focusing on generating revenue early enough. Natural disasters are out of our control, bad business decisions are in your control.

(And another thing)

“It’s not just how fast you run the race that matters. It’s how fast the race is run. When it comes to startups, speed wins.” That’s just ridiculous.

link for more

Nešaut pirms laika. Manas domas apstiprinājās.

Lielu projektu laižot gaisā nevajag lielu blīkšķi,tas tiešām! Tālāk Seth Godin pasaka:

Grand openings are severely overrated. So are product launches and galas of all sorts.

Make a list of successful products in your industry. Most of them didn't start big. Not the Honda Accord or Facebook, not Aetna Insurance, not JetBlue or that church down the street. Most overnight successes take a decade (okay, four years online).

The grand opening is a symptom of the real problem... the limited attention span of marketers. Marketers get focused (briefly) on the grand opening and then move on to the next thing (quickly). Grand opening syndrome forces marketers to spend their time and money at exactly the wrong time, and worse, it leads to a lack of patience that damages the prospects of the product and service being launched.

Non-profits do the same thing when they spend months planning an elaborate gala that takes all the time and enriches the hotel and the caterer. Far better to spend the time and money building actual relationships than going for the big 'grand' hit.

The best time to promote something is after it has raving fans, after you've discovered that it works, after it has a groundswell of support. And more important, the best way to promote something is consistently and persistently and for a long time. Save the bunting for Flag Day. / Seth Godin /

Righteous Kill drīzumā

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Interesanti veidots informācijas vāklis. Powerset

Satikšos šovakar ar Margaritu

Ar to ar meistaru.

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How To Create a Great Business Name

Atļāvos pārpublicēt rakstu par man pašlaik aktuālo tēmu :

How To Create a Great Business Name

1. Brainstorm. Think about how you want people to feel when they hear the name. Write down the words on paper and then categorize them by primary meaning.
2. Relate. Think about related words and phrases that evoke the feelings you want. Hit the thesaurus and find all the synonyms for your words and phrases.
3. Relate more. Find out the Greek and Latin translations of your words. Figure out what colors, gemstones, plants, animals, etc., relate to your words.
4. Experiment. Start playing with combinations of your various words and partial words. Don't be judgmental now - just make a list.
5. Reflect. Review your list and just give some thought to each name. How does it make you feel when you hear it?
6. Communicate. Go over the list with someone you trust. Have them tell you how each name makes them feel, and how memorable they think it is.
7. Prioritize. Throw out any that just don't fit and make a prioritized list of the rest.
8. Check trademarks. Make sure no one is using that name in your line of business. You may be able to use the name in a completely different business, but be aware that it may create confusion for both you and them.
9. Check domain names. You want to make sure that an appropriate domain name is available. You want YourCompanyName.com, of course. If that's not available, you may want to reconsider.
10. Search the internet. Even if someone doesn't have the domain, you still want to see what else is out there that has the same name. That doesn't mean you don't use it if you find something, but you need to know.
11. Check company names. If you're planning to incorporate, check with the Secretary of State (or other appropriate office outside the U.S.) of the state you're planning to incorporate in.
12. Check assumed names. For sole proprietors, check for local assumed names (also known as DBA). In the U.S., you check this with the County Clerk.
13. Stake your claim! Register your assumed name or file your incorporation papers right away. Also, start using either TM (trademark) or SM (service mark). You do NOT have to register them to use them.
14. Get the domain(s). Find an inexpensive registrar and register your domain and any obvious variations on it. You shouldn't be paying more than $10 a year for each, and at that, it pays to prevent poachers.
15. Protect your brand. A U.S. trademark or service mark costs $325. It's a drop in the bucket compared to trying to defend it later. It's not really necessary, though, for a small local business.

Tips:

1. Avoid generic names based on names, such as Joe's Bar, Sam's Hardware, etc. They're not memorable and are nearly impossible to trademark.
2. Avoid generic names that literally describe the product or service, like Computer Consulting Company, Appliance Sales and Service, Inc., etc.
3. Generally, avoid geographical names. Besides not generally being very memorable, what happens if you decide to move or expand? The exception is if you're trying to create a strong local affinity like, say, a neighborhood bar.
4. Preferably, don't restrict future product or service lines. Be broad enough to include your wildest long-term vision for the business.
5. Try to keep the name short and easy to pronounce.

What You Need:

• A thesaurus
• A writing pad and pen
• Friends for feedback

Avots šeit

the goal

is to sell newspapers, not to report the news. / Seth Godin /

Salātu mazgāšana nav mīts

Tā kā nevajag,ja! Pašus salātus jau nemazgā,bet visas vecās ruletes un gaļas,desas, šņiku šņeku aiziet salātos. To nemaz nevar pamanīt.

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Tā jau laikam ir,

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Vai es neīstajos laikos vai tiešām,bet pēdējā laikā tik uzkrītoši tukši ir kļuvuši lielveikali,prcīzāk teikšu viens no manis apmeklētākajiem - Alfa. It kā pievakare, īstais iepirkšanās laiks,bet otrajā stāvā pastaigājos kā muzejā,kur vienīgie pusaizmigušie sargi ir pārdevējas. Viena rīvē leti un runā pa telefonu,otra sēž un lasa kādu rozā žurnālu. Pircējs jau vajadzētu būs kā svētki,bet,nē, nepakustas neviena. Vai tiešām ir tik jūtams mazumtirdzniecības kritums un visu apēd kredīti un līzingi? A,nē, viens vīrietis palūdz zeltlietu veikalā apskatīt kādu lietiņu. Cilvēku sejas tādas drūmas un nelaimīgas. Laikam nogurdinājis vakardienas karstums un lielie sastrēgumi. Divi resni ārzemnieki aizslīd garām uz citu pusi. Man patīk vērot cilvēkus. Bet darīju tikai to desmit minūtes. Novēlēšu jaukas brīvdienas un vairāk smaidīt. Domas paliek lēnākas un jāsagatavojas brīvdienām. Rakšu zemi. Svaidīšu pa dārzu ļoti labus sūdus. Augs labi. Gribas zemenes. Paspēšu. Pazudīšu mežā un gribas uzfilmēt skudrupūzni. Izdarīšu to. Nu pagaidām attā!

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