Gain a Competitive Edge in E-Commerce by Optimizing Your Mobile Site

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With mobile transactions gaining an increasingly large share of the e-commerce pie, small business owners need to start asking themselves: how can I best accommodate mobile shoppers?

Mobile’s global average share of e-commerce is 34% and in countries like Japan and South Korea that share is over 50%. While US conversion rates from mobile shoppers are still around 2.46% compared to Japan’s 9.35%, it is still important to note that one can gain a significant competitive advantage from optimizing their mobile e-commerce suite.

Here are a few common shortcomings of small business and easy solutions:

  • Use Mobile Solutions that Make Sense: Opt for all-in-one desktop and mobile e-commerce solution with write-once-publish-everywhere capabilities that will streamline your online presence into a cohesive entity.
  • Ensure Your Site is Mobile Accessible: Avoid large images or too much information in a single page as most mobile users are still running off of the slower 3G network. 40% of users will abandon a site if doesn’t load within 3 seconds so ensure your site will load quickly to avoid losing potential customers.
  • Use Everything that Mobile Has to Offer: Mobile users give your site a lot of information when they go onto your website. Take advantage of this data by adding elements that personalize the user experience for the customer.

Recently, Google has started to give an overwhelming priority in its search engine rankings to websites that are optimized for mobile. Ensuring your site is mobile-friendly will sharpen your competitive edge and vastly improve your online presence. Don’t let your business fall behind – optimize your e-commerce site today!

Click here for the full article on GetElastic

The Satisfaction of Being Your Own Boss

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With the advent of e-commerce and a recovering US economy, startups seem to be popping up everywhere. For those entrepreneurs, success is often measured in money generated or people employed, but which entrepreneurs are the ones happiest with their work? The Wall Street Journal dove in and figured out which factors most impact an entrepreneurs’ happiness:

  • Independence Doesn’t Guarantee Happiness: Just because you work for yourself doesn’t mean that you will find all of your work to be rewarding. One reason may be because your work may feel repetitive. To remedy that, you can break up your work by pursuing similar-yet-different opportunities or adding new tasks to the same job.
  • Higher Education Leads to Higher Expectations: Ivy League entrepreneurs are often less satisfied with work due to the high expectations for themselves. Be it a matter of personal performance or income, Ivy-Leaguers often expect high amounts of both which may lead them to feel disappointed in themselves.
  • Treat Every New Venture as Your First: Often times serial entrepreneurs who have had successful business believe they can repeat what they did for a previous venture and instantly be met with success. This is often not the case as markets are dynamic and as such will always be changing.
  • Why Did You Choose to be an Entrepreneur: Studies show that why you decided to become an entrepreneur will affect your happiness. Regardless of success, entrepreneurs that chose to start a business because they saw an opportunity were much happier than people that started a business out of necessity.

Starting a business can be the most exciting and life changing decision that someone can make. Being happy with your work means being more productive and leading a more fulfilling life. Being an entrepreneur is not for everyone, and is certainly not a fast track for happiness.

Read the full article here on The Wall Street Journal

C.E.O. Lori Dickerson Fouché on Recognizing Leadership

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Lori Dickerson Fouché is the C.E.O. of Prudential Group Insurance and held the position after Hurricane Sandy hit New York City. Having taken leadership roles as a young black woman in America, Fouché has been successful in management positions since the age of 24 and continues as C.E.O. of a major insurance company at 47. Here are her highlights from the interview with Adam Bryant:

  • On lessons she learned early in her career: “One was learning how to prioritize. You simply can’t do everything.”
  • Assess your leaders by their results: “I expect my leaders to listen. I expect them to ask questions. I expect them to understand what’s going on.”
  • On Hiring:
    • Know that prospective hires have done their due diligence on the company
    • Ask what kind of cultures they like to work in, where do they excel, and how do they conduct themselves in the face of challenges
    • Look for resilience and perseverance
    • Ask how they would lead people

As graduation season comes to an end and young graduates enter the workforce, it is important that they find jobs that they really want to do and learn what they can from that experience. Lori Dickerson Fouché suggests that graduates find a company that is a good fit for what important to them and their personal values.

Read the full article here on The Newt York Times.

How to Approach Conflict in the Workplace

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Conflict is a natural element to any functioning workplace, but dictating its course can be the difference between healthy discourse and petty ad hominem attacks resulting in lost productivity. What is the best approach to ensuring a conflict becomes constructive? Phyllis Korkki gauges conflict in directness and intensity in her article in The New York Times. Here are a few key points from her piece:

  • Opt for unambiguous conflict resulting in debate: “The preferred form of communication is high directness/low intensity … With this method, people tend not to focus on any personal stake they could have in their positions. They listen to others’ views and take them into account while working toward a positive outcome.”
  • Avoid high intensity conflict, as employees will become defensive: “When conflict is expressed with high intensity, whether directly or indirectly, the issue can start to feel personal to the parties involved…people may respond by attacking others or defending themselves. They are more likely to dig into their positions without listening to other viewpoints and processing new information, meaning that an effective resolution is less likely.”
  • Make healthy conflict resolution part of your office culture: “When more people understand what healthy communication looks like at work, and the more that people practice it, the more likely they will exhibit it themselves.”

As a manager, it is your responsibility to maintain a harmonious office conducive to productivity and free of negativity. You should keep these points in mind in order to foster a healthy work environment, resulting in happier employees who feel respected and valued.

For the full article on the New York Times click here.

Properly Extracting Value from Data

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Is big data overrated? In a world ruled where metrics are king, raw data is being used to assess the quality of subjective things. We use big data to quantify the quality of teachers, students, and our fitness, but what insights are we drawing from that data?

In the mid-nineties, websites like Facebook were using human judgement to help discern quality insights over mindless data. Asking people how they felt about what was presented to them in their newsfeed granted them insight on what was an absent-minded click and what was an actual engagement.

Big data often fails to consider human factors that are often left unaccounted for. In the case of teachers, big data may determine that a certain teacher is doing poorly, but small data will tell us why that is. Conversely, it can tell us what a teacher is doing right to yield better results amongst children. Big data does a great job of explaining results, but a poor job of explaining how or why you got there. There is no replacement for human inspection and expertise, as much as companies try to avoid doing so.

As optimistic as we’d like to be about using big data to improve our lives and save us money, we can’t let it replace traditional decision making. Instead, we should use it as a tool to make more educated decisions.

To read the full article on The New York Times, click here.

Is Aaron Levie Really Thinking Outside the Box?

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box-blog427Silicon Valley CEO Aaron Levie dropped out of college ten years ago to start his company, Box. Providing cloud computing services, Levie’s company is currently worth $2.1 billion and services over 40,000 paying customers which includes about half of the Fortune 500. However, it is not meeting growth projections and is counting on creating an ecosystem just as Apple and Microsoft have with their products. Levie argues it can be the center of a new industry “by helping other companies and third-party consultants create applications that can quickly draw off Box’s cloud-based collaboration technology.”

Despite these ambitions, Box has lost $167 million on revenue of $216 million which is still an improvement from the year before. This year, revenue is expected to grow by another 30 percent, “a marked slowdown that Mr. Levie hopes the new developer strategy may also turn around.” These losses scare not only Box, but also the generations of young tech ventures that never experienced the massive downturn that took place between 2000-2001.

Seasoned investors worry that newcomers may not take the risks as seriously. Ultimately, the losses faced by Box and newer tech companies as they rapidly grow are starting to catch up with them, and may be the beginning of a new downward trend in Silicon Valley.

Read the article here on The New York Times

E-Commerce Dips into the Home Services Industry

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The biggest names in e-commerce are now competing in the home services industry, attempting to bundle your recently purchased items with related services. Giants like Amazon give approved businesses a chance to bid against one another to provide your desired service. How will this affect you? Here are some things to consider:

  • This is a ridiculously huge, untapped industry: “Angie’s List … estimates the home services industry is $400 billion. Others put it at more than $800 billion. ‘There are few pots of gold left as big as this on the Internet,’ said Marco Zappacosta, chief executive and co founder of Thumbtack.”
  • Amazon is king and is only getting bigger: “‘I can tell you that with 85 million customers purchasing products from Amazon that needed installation or assembly, customers have told us that Amazon Home Services fills an important need,’” says Peter Faricy, VP of Amazon Marketplace. “For Amazon it is another step toward becoming the conduit through which we buy everything, not just goods but services and entertainment as well.”
  • Google is another top contender: With services like Google Express to compete with Amazon, Google isn’t going to give up this sector of this emerging market without a fight. With the ability to provide services directly from its own search engine, Google will be sure to have its share of the market.
  • Home service providers have to cut prices to compete: Small business must cut costs in order to compete with Amazon’s bidders, but at the same time are gaining volume. “‘I look at it as an opportunity – it’s Amazon,’ […] I would say it’s early days still. We are trying to make it work. It’s a little difficult adjusting with the new prices, but there’s definitely volume there. We’re interested, but a little nervous about the low prices,’” says Matt Feldman, an entrepreneur who’s business is changing due to this bidding process.

In summary, expect your next Amazon flatscreen TV purchase to come bundled with a dozen of TV installers fighting with one another to give you the best price possible, and other e-commerce retailers to follow suit. What does this mean for home service providers? Smaller margins and a lot more work.

Click here for the full article in The New York Times.

Understanding Generation Z

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Get ready for Generation Z, born starting in the mid-90’s into the early 2000’s, its members are eager to be unleashed upon the world and enter the work force.  Alexandra Levit lets you know what to expect out of the coming generation that is characterized by maturity, independence and preparedness in her New York Times article Make Way for Generation Z. Here are some of her observations about Generation Z:

  • They aren’t clinging on to their parents: “They tend to be independent. While a 2015 Census Bureau report found that nearly a third of millennials are still living with their parents, Gen Zers are growing up in a healthier economy and appear eager to be cut loose. They don’t wait for their parents to teach them things or tell them how to make decisions.”
  • Diversity: “My 15 year old next door neighbor is a quarter Hispanic, a quarter African-American, a quarter Taiwanese, and a quarter white. That’s Gen Z – they are often a mix of ethnicities.”
  • Self-motivated: “When she was 14, Sejal founded the Elevator Project, an organization that aims to lift people out of poverty through apprenticeship, vocational training and job placement…she says that her parents did not push her to register for the Gen Z event, nor do they help her with her nonprofit organization.”
  • They’ll talk to you outside social media: “Despite their obvious technology proficiency, Gen Zers seem to prefer in-person to online interaction and are being schooled in emotional intelligence from a young age.”
  • It’s never too early to reach out to them: “Even well-known organizations will have to rethink their recruiting practices to attract this group, and now is the time to start. Those who want to take advantage of Gen Z talent in the future need to develop relationships today with teenagers in grades seven through 12. Get into their schools, provide mentorship and education and put yourself in a position to help shape their career decisions.”

Click here to read the full story on The New York Times.

The Six-Chair Meeting Theory

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Lew Cirne is the Chief Executive of New Relic, a software analytics company based out of San Francisco. In a recent interview with Adam Bryant of the New York times, Cirne discussed his approach to management and meetings:

  • As an executive, don’t fall into the trap of wanting everyone to like you: “You can’t get very far as a leader without making tough decisions that some people disagree with.” Trying focusing your attention on making the decisions that are best for the company, not best for your popularity.
  • Get every employee to engage enthusiastically at meetings: “When the CEO’s  really active in a big meeting, people feel less willing to volunteer contributions, and that’s not good.” Keep engagement up by keeping the headcount at a meeting down.
  • Six chairs are ideal for a meeting: “I have a table in my office. It has six chairs around it. If the meeting is too big for that table, I won’t go unless it’s a board meeting… Six sets the right tone, everyone can contribute, and you’re more focused on problem solving.”
  • Time management skills are crucial for a successful CEO: “[Time] is our most precious asset, and I don’t think you can be successful in the role without being very thoughtful and deliberate about it.”
  • Be aware of how your emotions affect others: “I try to be aware of where I’m at emotionally, and ask myself whether I’m really going to be able to contribute energy to the company. If all you can do is criticize without offering solutions, maybe it’s best to just go for a long drive.” Offering solutions is key as a leader.

To view the full New York Times interview click here.

Make Accountability and Learning a Habit

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Natarajan Chandrasekaran is the CEO of Tata Consultancy Services, an Indian multinational IT service, consulting and business solutions company headquartered in Mumbai, Maharashtra. In a recent interview with Adam Bryant of the New York Times, Chandrasekaran opened up about his approaches to leadership, learning, and the importance of accountability:

  • Learning is achieved by culture, not mandate: “Everyone has to take some accountability for other people, and look for ways to make small contributions to help others. Innovation and caring for people are cultures; they are not departments. It takes time to build that culture.”
  • It all starts with passion: When hiring, assess the strengths and weaknesses of a candidate while finding out exactly what they’re looking for in a job. “The whole idea is to see if there’s a fit… The fit will require the person to have passion first.”
  • Success and learning go hand-in-hand: It’s important to know where you want to go directionally in your career. Define what success will look like after a few years. Remember, “learning is the most important thing in your career. Without it you’ll go nowhere.”

I am a firm believer that you should never stop learning! Do you agree?

To read the full article click here.