Modern production processes rely on high quality as a way to boost efficiency. They operate using W. Edwards Deming’s famous dictum that the customer is the most important part of the production process. This means that we must focus our energies exclusively on producing outcomes that the customer perceives as valuable.
Allowing sloppy work into our process inevitably leads to excessive variation. Variation in process yields products of varying quality in the eyes of the customer that at best require rework and at worst lead to a lost customer. Most modern business and engineering philosophies focus on producing high-quality experiences for customers as a primary principle; it is the foundation of Six Sigma, lean manufacturing, design thinking, extreme programming, and the software craftsmanship movement. Thus, for startups, I believe in the following quality principle: If we do not know who the customer is, we do not know what quality is. The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses by Eric Ries Routine and physical strength are as necessary as artistic sensitivity to create great work.5/9/2013
When he is writing a novel, Murakami wakes at 4:00 A.M. and works for five to six hours straight. In the afternoons he runs or swims (or does both), runs errands, reads, and listens to music; bedtime is 9:00. “I keep to this routine every day without variation,” he told The Paris Review in 2004. “The repetition itself becomes the important thing; it’s a form of mesmerism. I mesmerize myself to reach a deeper state of mind.”
Daily Rituals: How Artists Work by Mason Currey Murakami has said that maintaining this repetition for the time required to complete a novel takes more than mental discipline: “Physical strength is as necessary as artistic sensitivity.” When he first hung out his shingle as a professional writer, in 1981, after several years running a small jazz club in Tokyo, he discovered that the sedentary lifestyle caused him to gain weight rapidly; he was also smoking as many as sixty cigarettes a day. He soon resolved to change his habits completely, moving with his wife to a rural area, quitting smoking, drinking less, and eating a diet of mostly vegetables and fish. He also started running daily, a habit he has kept up for more than a quarter century. The one drawback to this self-made schedule, Murakami admitted in a 2008 essay, is that it doesn’t allow for much of a social life. “People are offended when you repeatedly turn down their invitations,” he wrote. But he decided that the indispensable relationship in his life was with his readers. “My readers would welcome whatever life style I chose, as long as I made sure each new work was an improvement over the last. And shouldn’t that be my duty—and my top priority—as a novelist?” Daily Rituals: How Artists Work by Mason Currey The goal of such early contact with customers is not to gain definitive answers. Instead, it is to clarify at a basic, coarse level that we understand our potential customer and what problems they have. With that understanding, we can craft a customer archetype, a brief document that seeks to humanize the proposed target customer. This archetype is an essential guide for product development and ensures that the daily prioritization decisions that every product team must make are aligned with the customer to whom the company aims to appeal.
No amount of design can anticipate the many complexities of bringing a product to life in the real world. The problem with most entrepreneurs’ plans is generally not that they don’t follow sound strategic principles but that the facts upon which they are based are wrong. Unfortunately, most of these errors cannot be detected at the whiteboard because they depend on the subtle interactions between products and customers. The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses by Eric Ries What differentiates the success stories from the failures is that the successful entrepreneurs had the foresight, the ability, and the tools to discover which parts of their plans were working brilliantly and which were misguided, and adapt their strategies accordingly.
Numbers tell a compelling story, but I always remind entrepreneurs that metrics are people, too. No matter how many intermediaries lie between a company and its customers, at the end of the day, Customers are breathing, thinking, buying individuals. Their behavior is measurable and changeable. Even when one is selling to large institutions, as in a business-to-business model, it helps to remember that those businesses are made up of individuals. All successful sales models depend on breaking down the monolithic view of organizations into the disparate people that make them up. The goal of such early contact with customers is not to gain definitive answers. Instead, it is to clarify at a basic, coarse level that we understand our potential customer and what problems they have. With that understanding, we can craft a customer archetype, a brief document that seeks to humanize the proposed target customer. This archetype is an essential guide for product development and ensures that the daily prioritization decisions that every product team must make are aligned with the customer to whom the company aims to appeal. The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses by Eric Ries When he did find the time to compose, Feldman employed a strategy that John Cage taught him—it was “the most important advice anybody ever gave me,” Feldman told a lecture audience in 1984. “He said that it’s a very good idea that after you write a little bit, stop and then copy it. Because while you’re copying it, you’re thinking about it, and it’s giving you other ideas. And that’s the way I work. And it’s marvelous, just wonderful, the relationship between working and copying.”
Daily Rituals: How Artists Work by Mason Currey In the Lean Startup model, an experiment is more than just a theoretical inquiry; it is also a first product. If this or any other experiment is successful, it allows the manager to get started with his or her campaign: enlisting early adopters, adding employees to each further experiment or iteration, and eventually starting to build a product. By the time that product is ready to be distributed widely, it will already have established customers. It will have solved real problems and offer detailed specifications for what needs to be built. Unlike a traditional strategic planning or market research process, this specification will be rooted in feedback on what is working today rather than in anticipation of what might work tomorrow.
Questions to ask; 1. Do consumers recognize that they have the problem you are trying to solve? 2. If there was a solution, would they buy it? 3. Would they buy it from us? 4. Can we build a solution for that problem?” “Success is not delivering a feature; success is learning how to solve the customer’s problem.” The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses by Eric Ries A guy I met a while back used to be a drug dealer in another country, a long time ago, back when he was a young man, (He as since gone into IT which makes a twisted sense).
We were talking about pricing strategies, and he told me that he had back in the day, the best way to know when his pricing is right where it should be and he knew that he was cutting the best deal when selling. First off, we all agree that pricing is not an easy thing to do for most of us. People have all kinds of theories about how to set pricing, and how they know when they have the right price to still sell yet make the most profit. Every system feels like guess work, and no one ever says they had it perfect, but this system made sense. Some people just care to match what others are charging, basically match the market, but that is dangerous, because you don't have a system or a methodology, and what is the difference between you and the competitor? If he has better margins than you, your business is in trouble. You need to know what the customer is willing pay, and to do that, you have to know and think like your customer. Other businesses price just below others in the market, again, dangerous, as it just gets you those customers that care only about price, which means that you will lose them easily when someone else has a lower price. This is not a long term strategy. Works if your margins are better than everyone else's margins, but I wouldn't bank on it, as there is always someone out there who will compete. Any time your strategy is to be smarter than everyone else, you have a problem. There is always someone smarter than you out there. Trust me, someone is always willing to give them a lower price. You just end up in a price war that no one wins. There are theories of how to price, but the key to remember is that price is fluid, and that what you are selling on changes in value depending on who you sell to and their situation. How your customer views the product and how he uses it, and your customer's individual situation determines that customer's price. The cookie cutter one price fits all model doesn't work, and it just leaves money on the table. Which leads us back to the drug dealer. My friend told me that he always asked questions about his customers, and he knows their history, their likes and dislikes, which considering what he was doing was illegal back then, was a smart play. You only do business with other people you know well and trust, and he told me that when he discussed price, he asked them what was going on, what they were doing, and by that, got an idea where their mind was at, and then gave them a price, always slightly higher than what he felt was the market. He would sell the convenience factor, remind them of the trust between them, as the customer didn't want to keep looking, and the customer sure didn't want to have to find a new source, which is a time consuming process, and in this case, also might possibly be something that could get you put in jail. My friend said when he gave a price, if they took it right then, he knew he had priced too low. He was really happy when they hesitate and then say they have to think about it, and then they hang up. I ask him, you are happy you lost them? He said, I didn't lose that, I am happy because that is what you want, to know that the price you quote to them is close enough to make them want to buy right then, but just over what they wanted to pay, so that they say they have to think about it. Then they call up twenty minutes later and take the deal. When that happens, you know you got the most money you could out of that transaction. PS. Another point of the story, there are business lessons everywhere, listen to everyone. I do. Drop me a note, say hello. D Recording Your First Podcast
When getting started, don’t worry about fancy gadgets. You can purchase the necessary equipment for less than $100. Once your podcast gains traction and popularity, you can opt to upgrade. To create a high-quality sounding podcast, follow these seven simple steps: 1. Buy a USB microphone and plug it into your computer. Jason (Internet Business Mastery) recommends the Snowball from Blue Microphones, which is an affordable, high-quality USB microphone. To learn more and/or purchase the Snowball Microphone, visit EZ.com/snowball or use your mobile device to scan the QR code to the left. 2. Download Audacity or other software to record and edit your audio files. Audacity is a free recording and editing program you can download at Audacity.sourceforge.net. Even with Jason’s success, he still uses Audacity, proving it’s absolutely possible to record high-quality podcasts without dropping an arm and a leg to do so. Once you’ve completed steps 1 and 2, you actually have everything you need to record your first podcast. If you’re the star of the show, click Audacity’s record button, talk into the mic, play some music, and you’re good to go. If you want to take things to the next level, bring on guests and/or co-hosts. Unless they’re in the room with you, though, proceed to Step 3. 3. Use Skype and/or other software to connect with others and record conversations. If you’re going to have guests from around the country and/or the world, you want to be able to connect with them inexpensively. A popular favorite is Skype (Skype.com). Next, you need software to record your conversations. For a PC, Jason recommends Pamela (Pamela.biz/en), SuperTinTin (Supertintin.com) or Vodburner (Vodburner.com); and for a Mac, Call Recorder (Ecamm.com/mac/callrecorder) or Audio Hijack (Rogueamoeba.com/audiohijackpro). After the conversation is recorded, you’ll need to import the audio into Audacity and edit it, removing delays and other nonessential elements. Getting the hang of this may take a little while; but once you learn how, it’s easy. 4. Condense your audio file by converting it to MP3. When you’re finished editing in Audacity, you’ll have a large .WAV file. You’ll typically want to condense it to a more manageable size. The best way is to convert it to the MP3 format. For example, a 100MB WAV file will shrink to around 10MB as an MP3. Two recommended programs for doing this are WAV To MP3 Converter (WavToMP3Converter.com) and ConverterLite (ConverterLite.com). 5. Create album artwork to represent your brand. Don’t ignore this crucial step. When people listen to your podcast the album artwork and podcast description will be displayed throughout the show, so it really makes an impact. 6. Upload your podcast to an audio hosting site. Jason recommends using Liberated Syndication (LibSyn.com) as your host for two key reasons: • You can subscribe for as little as $5 per month, which provides up to 250MB of storage. • LibSyn.com offers upgrade packages to easily handle your bandwidth and upload growth. 7. Get your podcast listed on iTunes, YouTube, and other sites. While iTunes.com and YouTube.com are the most famous directories of podcasts, there are many other sites where you’ll also want your podcast to be listed. Use Google to find directories that are a solid fit for your topic. With these seven steps in place, you’re now in the podcast business. Internet Prophets: The World's Leading Experts Reveal How to Profit Online by Steve Olsher One of the fastest ways to grow your business online and off is to share your message and mission in high-visibility venues.
The hottest trends among top experts and online marketers today include video marketing, teleseminars, webinars, and the big kahuna of profit, live events. But, how can you stand up and stand out in a competitive marketplace? Oren Klaff, author of Pitch Anything: An Innovative Method for Presenting, Persuading, and Winning the Deal, says: “A great pitch is not about procedure. It’s about getting and keeping attention.” Knowing how to grab people’s attention, share your message, and close the deal is a skill that allows you to secure expert status, shine at local networking events, speak to groups, and build your marketing platform. Be forewarned—studies show that people make approximately 11 assumptions in the first 11 seconds…and, those first impressions are long lasting and hard to overcome. Make a great first impression and people will be forgiving of later missteps. Start off on the wrong foot, and it’s a continuous uphill battle. Whether online or in person, it is important to secure a strong first impression that accurately reflects who you are, what your message is, and how you want to be perceived. While content is crucial, it’s not what motivates people to take action or what someone is actually buying. Kristin believes moving prospects to take action is the direct result of implementing the compelling combination of content, connection, and inspiration. This is what drives someone to open her wallet and take the next step. Internet Prophets: The World's Leading Experts Reveal How to Profit Online by Steve Olsher I can tell you that, despite what cultural pundits might say, creativity—as its been defined by our culture with its endless parade of formulaic novels, memoirs, and films—is the thing to flee from, not only as a member of the “creative class” but also as a member of the “artistic class.” Living when technology is changing the rules of the game in every aspect of our lives, it’s time to question and tear down such clichés and lay them out on the floor in front of us, then reconstruct these smoldering embers into something new, something contemporary, something—finally—relevant.
Careers and canons won’t be established in traditional ways. I’m not so sure that we’ll still have careers in the same way we used to. Literary works might function the same way that memes do today on the Web, spreading like wildfire for a short period, often unsigned and unauthored, only to be supplanted by the next ripple. While the author won’t die, we might begin to view authorship in a more conceptual way: perhaps the best authors of the future will be ones who can write the best programs with which to manipulate, parse and distribute language-based practices. Even if, as Bök claims, poetry in the future will be written by machines for other machines to read, there will be, for the foreseeable future, someone behind the curtain inventing those drones; so that even if literature is reducible to mere code—an intriguing idea—the smartest minds behind them will be considered our greatest authors. With the rise of the Web, writing has met its photography. By that, I mean writing has encountered a situation similar to what happened to painting with the invention of photography, a technology so much better at replicating reality that, in order to survive, painting had to alter its course radically. While traditional notions of writing are primarily focused on “originality” and “creativity,” the digital environment fosters new skill sets that include “manipulation” and “management” of the heaps of already existent and ever-increasing language. What we take to be graphics, sounds, and motion in our screen world is merely a thin skin under which resides miles and miles of language. Uncreative Writing: Managing Language in the Digital Age by Kenneth Goldsmith |
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