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bethgranter

37signals Earns Millions Each Year. Its CEO's Model? His Cleaning Lady | Fast Company - 0 views

www.fastcompany.com/...80%99s-model-his-cleaning-lady

trendsbriefing 37signals management startup interview ceo company examples slow

shared by bethgranter on 02 Sep 12 - No Cached
  • Ricardo Semler, author of the book Maverick. He said that only two things grow for the sake of growth: businesses and tumors.
  • Jason Fried is a founder and CEO of 37signals, a software company based in Chicago. Fried also treats 37signals as something of a laboratory for innovative workplace practices--such as a recent experiment in shortening the summer workweek to just four days.
  • If you’re a short-term thinker you’d think so, but we’re long-term thinkers. We’re about being in business for the long haul and keeping the team together over the long haul. I would never trade a short-term burst for a long-term decline in morale. That happens a lot in the tech business: They burn people out and get someone else. I like the people who work here too much. I don’t want them to burn out. Lots of startups burn people out with 60, 70, 80 hours of work per week. They know that both the people or the company will flame out or be bought or whatever, and they don’t care, they just burn their resources. It’s like drilling for as much oil as you possibly can. You can look at people the same way.
Maddy Wood

6 Senior-Level Steps To Digital Marketing Success - 1 views

www.cmo.com/..._6_senior_level_steps.html

CMO_responsibility digital_leadership

shared by Maddy Wood on 21 Aug 13 - No Cached
  • Commit personally: Senior executives need to understand what they want from digital and social. Fortunately, the highest-level goals are generally quite clear. Companies have unprecedented opportunities to build steadily strengthening connections to customers, prospects, and partners. As a result, they can achieve higher margins, lower acquisition costs, and lower customer churn, thereby raising customer lifetime value. Clearly laying out these expectations is a great way to start.
  • 6 Senior-Level Steps To Digital Marketing Success
  • Understand customers.
  • ...9 more annotations...
  • Map the pieces: This is perhaps the most challenging step. The overarching goal is to create an “ecosystem,” or community, of some sort–in short, a company’s own network that includes customers, prospects, and partners. This enables increased engagement with existing members, while promoting growth by adding new members. A place to start is understanding where the company stands across three distinct digital approaches–search engine marketing based on static Web sites and perhaps email marketing systems; permission-based inbound marketing based on attracting opt-in members and then building engagement through customer relationship management systems and content nurture streams; and social marketing and social sales based on understanding and leveraging social networks. One key question to ask is, “What should be at the center?”
  • the CRM system may take the central position rather than the Web site.
  • the real benefits come from achieving local leverage by encouraging a wide range of employees and partners to develop their own social presence, as well.
  • executives need to understand and articulate how the structure reflects the approach to growing customer lifetime value.
  • Assemble the components: Once the pieces are mapped based on the shape of the customer opportunities, the next challenge is to assemble a specific set of components with an eye toward flexibility and cost effectiveness. Given the remarkably rapid rate of innovation, leaders need to avoid being locked into expensive commitments that won’t be easy to continue to change. A series of principles can really help here.
  • build, test, and monitor prototypes until they work perfectly. Investing extra time and effort at this stage can make the step of expanding the system much quicker and less expensive, as well as making broad implementation much smoother.
  • Engage the organization around content, and marshal the resources to make it successful. Once a system is developed, it has to be used to full effect to capture the available benefits. And in today’s world, that requires a large, steady stream of content. Types of content include articles, blogs, white papers, contests, games, webinars, videos, posts to discussion groups, tweets, and infographics (to name a few). Increasingly, content generation is evolving into a companywide responsibility, rather than simply a marketing responsibility. Senior executives need to embrace and then encourage this. Although this is a relatively undeveloped area, management processes that reward the generation and dissemination of great content will undoubtedly lead to great value. And social management platforms that enable rapid and easy sharing of existing content, along with monitoring for compliance purposes, are already enjoying rapid growth.
  • Constantly measure and monitor in order to learn and improve:
  • margins should improve, acquisition costs should drop, and churn rates should decline
Antony Mayfield

We did our best, but we were powerless to reinvent journalism - it was a digital riptid... - 0 views

paidcontent.org/...alism-it-was-a-digital-riptide

journalism disruption media internet paidcontent

shared by Antony Mayfield on 12 Sep 13 - No Cached
  • This is a very appealing metaphor, because it largely absolves anyone who was involved in the media from any blame for failing to see the writing on the wall or failing to move quickly enough to change their behavior or their corporate culture.
  • But is this true? Disruption guru Clay Christensen, also associated with Harvard, has written about how industries — including the car-manufacturing business and the steel industry — have failed to adapt because they didn’t appreciate just how disruptive new entrants or new technologies would be. And it’s arguable that the media industry in the 1990s and early 2000s also failed to appreciate just how disruptive the web would be to their business and to journalism in general. Should we blame them for that? I think we should blame them a little, and here’s why: because there were senior people in the industry who saw the disruption coming — saw it clearly, appreciated the implications, and talked about the potential damage. These weren’t voices crying in the wilderness, but fairly powerful players. To take just one example, there was Knight Ridder excecutive Kathy Yates, who ran the company’s digital unit, and eventually grew frustrated with the industry and moved on to Women.com and then CBSMarketwatch.
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