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Vasaras dziesma un Ford Mustang

Vakar dziesma.Šodien dziesma.Stereophonics

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Korporatīvais blogs

Vai Latvijā darbojas korporatīvie blogi? Es meklēju cilvēkus,kas aktīvi darbojas/vai vēlas to darīt un nav pašlaik vietne,kur to darīt, lai pārstāvētu savu uzņēmumu interneta vidē.

Nav man ierakstu.

Laikam visus notikumus atstāju sevī un vairāk padalos ar citiem. Uzrakstīt kaut ko orģinālu, tomēr vajag gramatiski pareizi un citiem baudāmi. Dienas ir labas un bezsteidzīgas. Varbūt tā arī vajag.

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Džimšanas diena

Man.Uhh.

Learn the rules before You break them

Community Manager

Latviskot gan nesanāca man šo divu vārdu virkni.Bet tas nekas.Gribēju uzdot jautājumu,vai Latvijā arī kompānijās ir cilvēks(-i),kurš aktīvi pārstāv firmu interneta vidē,es domāju, apvieno visu moderno tehnoloģiju un pieejamo rīku izmantošanu komerciālos nolūkos.Precīzāk,cilvēks,kurš popularizē produktus, seko mājas lapas apmeklētājiem, ko kas un kā! Izmanto interneta vidi kā vienu no veiksmīga produktu/pakalpojumu noieta kanāliem. Ierosmes resurss te

Necieņas jaunais vilnis

Nepatika man vakar klaji necienīgā pasākuma vadītāja paņirgāšanās par Latvijas himnu...
Skumji,ka tik prasti...

Kavē projekta izstrādes termiņus.

Noteikti ir kāda sakarība starp web projekta izstrādes izmaksām un paveicamo darbu laiku! Un ja visi iepriekšminētie parametri ir definēti, izmaksas zināmas. Pasūtītājs piekrīt visiem parametriem. Bet projekta izstrāde iekavējas par 1,5 mēnešiem. Kādi ir risinājumi!

3 in 1

three metrics - influence, impact and outcome.

.me

follow,try,buy,sell,gowith,sexwith - eh,jau aizņemti!

Par beta

Public beta is bulshit!

Par α un β

understanding the concept of alfa & beta software. Saite te

Cik daudz

atslēgu ir māju durvīm, signalizācijas, žogi! Vairāk atslēgu, augstāki žogi - lielāka drošība? Mēs viens otram neuzticamies ?

Tādas domas man lasot Lost in advertising

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mm?

Vajag mobilo usb internetu uz laiku

Varbūt kādam ir plauktā nolikts mobilais usb internets - neizmantots pietiekami,bet jāmaksā par viņu jau tāpat.Labprāt uz kādy laiku izmantotu. Par samaksu vienotos.Būtu pateicīgs par ziņu!

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Nesmēķēt

Tā arī nesaprotu to uzrakstu - Nesmēķēt 10 metrus no ieejas! ... tas nozīmē tālāk par desmit metriem no ieejas nav atļauts vai kā,hmm! Desmit metru rādiusā ir atļauts!? Vai kāds var izskaidrot latviski man?

Jaukus Līgo visiem!

ak,laimīgais es

COUPON WINNING NUMBER: AWIN-061257
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Attn: Lucky
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Also require are;

Your full name and address
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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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Satikšos šovakar ar Margaritu

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Nav ierakstu

Nav tā,ka esmu piemirsis par šejienes esību. Tikpat daudz garām paslīd cilvēku, vērojumi nav mazinājušies, sajūtas arī ir tepat blakus. Vienkārši ar to visu piefiksēšanu nav vairs tik intensīvi pēdējās dienās. Ir pietiekami daudz citas lietas,kuras ir daudz patīkamākas...

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