Monday, June 28, 2010
The Benefits Of Website Leasing
Website Leasing is a great way for small business owners to take advantage of getting their small business website online quickly while not using all of their capital in the process.
The Benefits of Small Business Website Leasing
1. Leasing a website allows you to spend less capital and utilize your capital for other business expenses, saving you money.
2. Leasing a website saves you time. Most companies offer a wide range of services meaning you do not need to seek out different professionals from multiple companies to handle your project.
3. Find a company you can trust! Make sure all of the fees are disclosed on the company website. Select a company that believes in ethical business practices.
4. Leasing a website can give you Flexible End of Term Options. Renew your lease, purchase your website or cancel your service and walk away. No strings attached.
5. By choosing to lease your website you are bundling multiple services and reducing the amount of your monthly expenses.
How It Works
Just like leasing a car, a small busines website lease agreement allows you to have a professional, search engine optimized CMS website built for your company now while giving you the opportunity to pay for it over time. At the end of your lease agreement you are given the opportunity to purchase your site and continue hosting it with your service provider.
How Much Does it Cost?
Different companies have different pricing structures. One of the best deals that we know of nets you a two year website lease agreement for as little as $24.99 per month. There are other costs associated with these types of plans including setup fees (typically a one-time payment).
What is a CMS Website?
A Content Management System (CMS) is used to structure your website's documents in such a way that you don't need to re-enter all of your information agai when it's time to change the look and feel of your site. All of your data is placed inside of a MYSQL database and this allows your data to be accessed quickly. Popular CMS platforms include Joomla, Wordpress and Drupal.
Why Is Search Engine Friendly So Important?
As a small business owner you should realize that 90% of people who use the internet use search engines to find what they're looking for online. Your business needs an online presence to allow your audience to find you quickly and easily.
___
The Benefits of Small Business Website Leasing
1. Leasing a website allows you to spend less capital and utilize your capital for other business expenses, saving you money.
2. Leasing a website saves you time. Most companies offer a wide range of services meaning you do not need to seek out different professionals from multiple companies to handle your project.
3. Find a company you can trust! Make sure all of the fees are disclosed on the company website. Select a company that believes in ethical business practices.
4. Leasing a website can give you Flexible End of Term Options. Renew your lease, purchase your website or cancel your service and walk away. No strings attached.
5. By choosing to lease your website you are bundling multiple services and reducing the amount of your monthly expenses.
How It Works
Just like leasing a car, a small busines website lease agreement allows you to have a professional, search engine optimized CMS website built for your company now while giving you the opportunity to pay for it over time. At the end of your lease agreement you are given the opportunity to purchase your site and continue hosting it with your service provider.
How Much Does it Cost?
Different companies have different pricing structures. One of the best deals that we know of nets you a two year website lease agreement for as little as $24.99 per month. There are other costs associated with these types of plans including setup fees (typically a one-time payment).
What is a CMS Website?
A Content Management System (CMS) is used to structure your website's documents in such a way that you don't need to re-enter all of your information agai when it's time to change the look and feel of your site. All of your data is placed inside of a MYSQL database and this allows your data to be accessed quickly. Popular CMS platforms include Joomla, Wordpress and Drupal.
Why Is Search Engine Friendly So Important?
As a small business owner you should realize that 90% of people who use the internet use search engines to find what they're looking for online. Your business needs an online presence to allow your audience to find you quickly and easily.
___
Saturday, June 19, 2010
Do We Really Need Banks?
Imagine for a moment that you did not have a bank account. No debit or credit card, no access to an ATM. No checks, no loans, no savings account. In other words, no access to cheap, reliable, safe and convenient means of saving, borrowing, sending, and spending money.
This situation, which may seem truly frightening to you and me, is a daily reality for more than half the people on earth. The majority of people in emerging economies, and a significant minority in developed ones, are unbanked or under-banked. Even the U.S. is home to 106 million under-banked citizens.
Yet these underserved markets are now availing of financial services offered by an emerging and dynamic ecosystem of non-banking institutions, which include cell phone companies, small technology vendors and non-governmental organizations. By offering basic financial services that deliver more value at lower cost for more users, players in this emerging ecosystem are threatening the monopoly of banks on financial services, and questioning their very raison d'être.
In Kenya, for instance, only 10% of the population has access to traditional banking services. Yet mobile penetration in the country is higher than 50%. Sensing an opportunity, Safaricom, a local telecoms service provider which is 40% owned by U.K.-based Vodafone, launched a service called M-Pesain 2007 to enable people to send/receive and spend small amounts of money using their cellphones.
No bank account is required to participate in these transactions, and today, over 8 million Kenyans have subscribed to M-Pesa (more than double the number a year ago!). The Philippines has a similar cell phone-based micro-payments service which has been similarly successful. Meanwhile, in Bangladesh, Sri Lanka and India, millions of unbanked rural women have for several years now formed self-help groups to help them save and borrow money to generate income.
Developing nations like Kenya, Philippines, and India are leveraging technological innovations like M-Pesa and organizational innovations like self-help groups to drive financial inclusion without involving traditional banks.
If you were one of the unbanked of Nairobi, Manila or New Delhi what would prevent you from availing of the financial services of a traditional bricks-and-mortar bank? First, you may be illiterate, and intimidated by the formality of signing up to a bank. Second, you may be on a daily wage and not find the bank's monthly fees affordable or worth the expense. Third, there may not be a bank within easy reach of your town or village.
Now let's flip the question. What would prevent traditional banks from reaching out to you? After all, the unbanked represent a huge growth opportunity. In countries like India where over 50% of the population is unbanked, the Central Bank and several state-owned banks have had it as their mission to achieve broader financial inclusion. What has prevented them from making a dent in these figures?
The simple answer is the cost of reaching remote and relatively impoverished consumers. India for instance, has over 600,000 villages. Setting up a bank branch in each of these villages would simply, well, break the bank. But branchless services like M-Pesa could help circumvent this fundamental scaling problem facing traditional banks.
Now that non-financial institutions are encroaching into their territory, what should traditional banks do?
They have two options: fight off these new players or partner with them. While we expect many big banks to keep their heads buried in the sand, nimble banks led by creative CEOs will embrace the "if you can't beat them, join them" principle and plug into alternative banking service ecosystems. In India, for instance, YES Bank — a leading private bank — has partnered with Nokia and Obopay, a mobile payment platform provider, to deliver mobile banking services to even the remotest areas of India. Closer to home, here in the US, Obopay has teamed up with Citi, AT&T, and Verizon to deliver mobile payment services to the 106 million under-banked Americans.
As they recover from the recession, can banks regain their relevance globally? Or will the world increasingly ask: Can we do without banks? We believe that the future of banks depends on their ability to adopt and scale up innovations from nonbanking contexts, and transform their parochial culture and mindset in the process. Only then will banks ensure that the frightening scenario outlined at the beginning of this post never materializes (for their own sake!).
This situation, which may seem truly frightening to you and me, is a daily reality for more than half the people on earth. The majority of people in emerging economies, and a significant minority in developed ones, are unbanked or under-banked. Even the U.S. is home to 106 million under-banked citizens.
Yet these underserved markets are now availing of financial services offered by an emerging and dynamic ecosystem of non-banking institutions, which include cell phone companies, small technology vendors and non-governmental organizations. By offering basic financial services that deliver more value at lower cost for more users, players in this emerging ecosystem are threatening the monopoly of banks on financial services, and questioning their very raison d'être.
In Kenya, for instance, only 10% of the population has access to traditional banking services. Yet mobile penetration in the country is higher than 50%. Sensing an opportunity, Safaricom, a local telecoms service provider which is 40% owned by U.K.-based Vodafone, launched a service called M-Pesain 2007 to enable people to send/receive and spend small amounts of money using their cellphones.
No bank account is required to participate in these transactions, and today, over 8 million Kenyans have subscribed to M-Pesa (more than double the number a year ago!). The Philippines has a similar cell phone-based micro-payments service which has been similarly successful. Meanwhile, in Bangladesh, Sri Lanka and India, millions of unbanked rural women have for several years now formed self-help groups to help them save and borrow money to generate income.
Developing nations like Kenya, Philippines, and India are leveraging technological innovations like M-Pesa and organizational innovations like self-help groups to drive financial inclusion without involving traditional banks.
If you were one of the unbanked of Nairobi, Manila or New Delhi what would prevent you from availing of the financial services of a traditional bricks-and-mortar bank? First, you may be illiterate, and intimidated by the formality of signing up to a bank. Second, you may be on a daily wage and not find the bank's monthly fees affordable or worth the expense. Third, there may not be a bank within easy reach of your town or village.
Now let's flip the question. What would prevent traditional banks from reaching out to you? After all, the unbanked represent a huge growth opportunity. In countries like India where over 50% of the population is unbanked, the Central Bank and several state-owned banks have had it as their mission to achieve broader financial inclusion. What has prevented them from making a dent in these figures?
The simple answer is the cost of reaching remote and relatively impoverished consumers. India for instance, has over 600,000 villages. Setting up a bank branch in each of these villages would simply, well, break the bank. But branchless services like M-Pesa could help circumvent this fundamental scaling problem facing traditional banks.
Now that non-financial institutions are encroaching into their territory, what should traditional banks do?
They have two options: fight off these new players or partner with them. While we expect many big banks to keep their heads buried in the sand, nimble banks led by creative CEOs will embrace the "if you can't beat them, join them" principle and plug into alternative banking service ecosystems. In India, for instance, YES Bank — a leading private bank — has partnered with Nokia and Obopay, a mobile payment platform provider, to deliver mobile banking services to even the remotest areas of India. Closer to home, here in the US, Obopay has teamed up with Citi, AT&T, and Verizon to deliver mobile payment services to the 106 million under-banked Americans.
As they recover from the recession, can banks regain their relevance globally? Or will the world increasingly ask: Can we do without banks? We believe that the future of banks depends on their ability to adopt and scale up innovations from nonbanking contexts, and transform their parochial culture and mindset in the process. Only then will banks ensure that the frightening scenario outlined at the beginning of this post never materializes (for their own sake!).
Wednesday, May 26, 2010
Seven Hints for Selling Ideas
Regardless of how good it is, no idea sells itself. Before getting commitment to proceed with an idea for a new product, process, venture, technology, service, policy, or organizational change, innovators must sell the idea to potential backers and supporters, and neutralize the critics. They must find resources, expertise, and support. They must convince colleagues to advance the idea in meetings they don't attend.
People whose ideas get traction — that manage get out of the starting gate — take advantage of this practical advice for selling ideas.
1. Seek many inputs. Listen actively to many points of view. Then incorporate aspects of each of them into the project plan, so that you can show people exactly where their perspectives or suggestions appear.
2. Do your homework. Be thoroughly prepared for meetings and individual discussions. Gather as much hard data as possibly to have command of the full facts, and speak knowledgeably from a broad information base. Know the interests of those to whom you're speaking, and customize the message for them.
3. Make the rounds. Meet with people one-on-one to make the first introduction of your idea. It's always a good idea to touch base with people individually before any key meetings, and to give them advance warning of what you and others are planning to say at the meeting. Then they can be prepared (and coached) in your point of view. And you know theirs, so you can modify your proposal accordingly.
4. See critics in private and hear them out. One-on-one meetings are especially important when you expect opposition or criticism. Groups can easily turn into mobs. Avoid situations in which critics can gang up on you, or when a group of people leaning positive turn negative because the listen to a few loud voices. Never gather all of your potential critics in one room hoping to hold one meeting to brief everyone all at once. This kind of event mainly helps them discover each other and their common concerns, so they coalesce as a group united in opposition to the idea.
5. Make the benefits clear. Arm supporters with arguments. You might rehearse them for meetings in which questions about your project will come up. Stress the value that the idea will produce for them and other groups. Remember that selling ideas is at least a two-step process. You sell one set of people so they can sell others. You convince them to back you because you reduce the risk to them by giving them the tools for selling their own boards or constituencies.
6. Be specific. Make your requests concrete, even while connecting your idea to unassailable larger principles. Wait to approach high-level people until your have tested the idea elsewhere and refined your vague notions. The higher the official, the more valuable and scarce his or her time, and thus the more focused your meeting must be. Use peers for initial broad discussions, then ask top executives for one simple action.
7. Show that you can deliver. People want to back winners. Early in the process, provide evidence, even guarantees, that the project will work. Later, prove that you can deliver by meeting deadlines and doing what you promised.
___
People whose ideas get traction — that manage get out of the starting gate — take advantage of this practical advice for selling ideas.
1. Seek many inputs. Listen actively to many points of view. Then incorporate aspects of each of them into the project plan, so that you can show people exactly where their perspectives or suggestions appear.
2. Do your homework. Be thoroughly prepared for meetings and individual discussions. Gather as much hard data as possibly to have command of the full facts, and speak knowledgeably from a broad information base. Know the interests of those to whom you're speaking, and customize the message for them.
3. Make the rounds. Meet with people one-on-one to make the first introduction of your idea. It's always a good idea to touch base with people individually before any key meetings, and to give them advance warning of what you and others are planning to say at the meeting. Then they can be prepared (and coached) in your point of view. And you know theirs, so you can modify your proposal accordingly.
4. See critics in private and hear them out. One-on-one meetings are especially important when you expect opposition or criticism. Groups can easily turn into mobs. Avoid situations in which critics can gang up on you, or when a group of people leaning positive turn negative because the listen to a few loud voices. Never gather all of your potential critics in one room hoping to hold one meeting to brief everyone all at once. This kind of event mainly helps them discover each other and their common concerns, so they coalesce as a group united in opposition to the idea.
5. Make the benefits clear. Arm supporters with arguments. You might rehearse them for meetings in which questions about your project will come up. Stress the value that the idea will produce for them and other groups. Remember that selling ideas is at least a two-step process. You sell one set of people so they can sell others. You convince them to back you because you reduce the risk to them by giving them the tools for selling their own boards or constituencies.
6. Be specific. Make your requests concrete, even while connecting your idea to unassailable larger principles. Wait to approach high-level people until your have tested the idea elsewhere and refined your vague notions. The higher the official, the more valuable and scarce his or her time, and thus the more focused your meeting must be. Use peers for initial broad discussions, then ask top executives for one simple action.
7. Show that you can deliver. People want to back winners. Early in the process, provide evidence, even guarantees, that the project will work. Later, prove that you can deliver by meeting deadlines and doing what you promised.
___
Tuesday, May 25, 2010
The Problem With The Facebook Culture May Be Fatal
Facebook's imbroglio over privacy reveals what may be a fatal business model. Some people live on Facebook and they are furious at it. This was the technology platform they were born into, built their friendships around, and expected to be with them as they grew up, got jobs, and had families. They just assumed Facebook would evolve as their lives shifted from adolescent to adult and their needs changed. Facebook's failure to recognize this culture change deeply threatens its future profits. At the moment, it has an audience that is at war with its advertisers. Not good.
Here's why. Facebook is wildly successful because its founder matched new social media technology to a deep Western cultural longing — the adolescent desire for connection to other adolescents in their own private space. There they can be free to design their personal identities without adult supervision. Think digital tree house. Generation Y accepted Facebook as a free gift and proceeded to connect, express, and visualize the embarrassing aspects of their young lives.
Then Gen Y grew up and their culture and needs changed. They started looking for jobs and watched, horrified, as corporations went on their Facebook pages to check them out. What was once a private, gated community of trusted friends became an increasingly open, public commons of curious strangers. The few, original, loose tools of network control on Facebook no longer proved sufficient. The Gen Yers wanted better, more precise privacy controls that allowed them to secure their existing private social lives and separate them from their new public working lives.
Facebook's business model, however, demands the opposite. It is trying to transform the private into a public arena it can offer advertisers. In doing this, the company is breaking three cardinal cultural norms:
1. It is taking back a free gift. In order to build profits, Facebook has been commercializing and monetizing friendship networks. What Facebook gave to Millenials, it is now trying to take away. Millennials are resisting the invasion to their privacy.
2. Facebook is ignoring the aging of the Millennials and the subsequent change in their culture. Older Gen Yers want less sociability and more privacy as actors outside their trusted cohort enter the Facebook space in search of information and connection. These older Millennials want more privacy tools for control of their information and networks.
3. Facebook is behaving as though it owned not only its proprietary technology platform but the friendship networks created on it. It doesn't. Millennials believe that ownership of their networks of friends belongs to them, not Facebook, and resist their commercialization.
Facebook, under intense pressure, is belatedly agreeing to streamline and strengthen its privacy tools. That will lower the anger of its audience but increase the anxiety of its advertisers. The brand value of Facebook has already taken a hit and competing social media platforms that promise privacy are beginning to appear.
What lessons can we draw from the Facebook flame-up? Lifecycle changes can trump generational change and cultural values perceived as crucial at the age of 13 can be very different at 20. A business founded on the values of a generation, such as Facebook, has to keep up with, and respect, evolving lives and needs.
Ownership in the social media world of networks is different from selling products and services in the traditional marketplace. Understanding the underlying cultural context of "free," "gift," and "creation" is important to businesses, including and perhaps especially high tech companies. It is not impossible to monetize that which is free. Apple did that with 99 cent songs on iTunes. But it is difficult.
Giving economic value to social networks is the new holy grail in advertising and the media. An army of economists and mathematicians are at work on this task. To date, most of the work has focused on metrics — how many friends, how many linkages, how much influence. Facebook's problems with privacy highlight the need to understand culture as well.
___
Here's why. Facebook is wildly successful because its founder matched new social media technology to a deep Western cultural longing — the adolescent desire for connection to other adolescents in their own private space. There they can be free to design their personal identities without adult supervision. Think digital tree house. Generation Y accepted Facebook as a free gift and proceeded to connect, express, and visualize the embarrassing aspects of their young lives.
Then Gen Y grew up and their culture and needs changed. They started looking for jobs and watched, horrified, as corporations went on their Facebook pages to check them out. What was once a private, gated community of trusted friends became an increasingly open, public commons of curious strangers. The few, original, loose tools of network control on Facebook no longer proved sufficient. The Gen Yers wanted better, more precise privacy controls that allowed them to secure their existing private social lives and separate them from their new public working lives.
Facebook's business model, however, demands the opposite. It is trying to transform the private into a public arena it can offer advertisers. In doing this, the company is breaking three cardinal cultural norms:
1. It is taking back a free gift. In order to build profits, Facebook has been commercializing and monetizing friendship networks. What Facebook gave to Millenials, it is now trying to take away. Millennials are resisting the invasion to their privacy.
2. Facebook is ignoring the aging of the Millennials and the subsequent change in their culture. Older Gen Yers want less sociability and more privacy as actors outside their trusted cohort enter the Facebook space in search of information and connection. These older Millennials want more privacy tools for control of their information and networks.
3. Facebook is behaving as though it owned not only its proprietary technology platform but the friendship networks created on it. It doesn't. Millennials believe that ownership of their networks of friends belongs to them, not Facebook, and resist their commercialization.
Facebook, under intense pressure, is belatedly agreeing to streamline and strengthen its privacy tools. That will lower the anger of its audience but increase the anxiety of its advertisers. The brand value of Facebook has already taken a hit and competing social media platforms that promise privacy are beginning to appear.
What lessons can we draw from the Facebook flame-up? Lifecycle changes can trump generational change and cultural values perceived as crucial at the age of 13 can be very different at 20. A business founded on the values of a generation, such as Facebook, has to keep up with, and respect, evolving lives and needs.
Ownership in the social media world of networks is different from selling products and services in the traditional marketplace. Understanding the underlying cultural context of "free," "gift," and "creation" is important to businesses, including and perhaps especially high tech companies. It is not impossible to monetize that which is free. Apple did that with 99 cent songs on iTunes. But it is difficult.
Giving economic value to social networks is the new holy grail in advertising and the media. An army of economists and mathematicians are at work on this task. To date, most of the work has focused on metrics — how many friends, how many linkages, how much influence. Facebook's problems with privacy highlight the need to understand culture as well.
___
Subscribe to:
Posts (Atom)
