5/30/11

5 Resiliency Secrets From America's Top Founders

How do entrepreneurs create highly successful companies? After interviewing 45 of America’s leading company founders, I learned that it doesn’t take luck to start and grow a company that sells for $100 million or more, or goes public for $300 million or more, as each of theirs did. But it does take resilience — the ability to see an obstacle as something to climb over and move beyond.

Each of these entrepreneurs faced at least one major setback that should have stopped them in their tracks; instead, they rebounded stronger, smarter, leaner, and meaner than before.

Here are 5 ways they did it:

1. If you can’t hit home runs, go for singles.


In the pharmaceutical industry, your odds of getting a drug approved are 1 in 1,000. It takes 10 years and $800 million to get a “home run” drug approved — the kind of drug that becomes a household name. Jeff Aronin, founder of Ovation Pharmaceuticals, knew he couldn’t compete. But instead of giving up, he decided to focus on drugs for “smaller” diseases like epilepsy and Huntington’s disease that the big hitters weren’t interested in. He eventually sold his company for $900 million.

2. Turn disappointment into a discipline.


In the Internet age, we take for granted how relatively easy it is to start a tech company. But in 1974, Cyborg System’s Mike Blair was trying to start a software company at a time when there was no software industry, let alone the internet. Venture capitalists gave him blank stares, and banks couldn’t figure out what he was doing. That lack of funding forced a discipline on Blair and his team. It forced them to build the business slowly, grow organically, and be focused on making a profit and having positive cash flow. His software company was acquired by Hewitt in 2003 for nine figures.

3. Have something to prove.


Sometimes with startups, you’ve spent so many years talking about and working on the concept that your very reputation is on the line if it doesn’t go forward. When GE withdrew research funding from Rock Mackie’s radiation therapy project after four years, he had to lay off his entire staff and scramble to get funding for TomoTherapy during the dotcom bubble. But Mackie never gave up because he had something to prove — that a university professor and a handful of brilliant grad students could launch a world-class company. Now the company employs 600 people and was just acquired by Accuray for $277 million.

4. Don’t talk about a Plan B; have one.

Baxter Corporation’s president Bill Gantz raised $42 million in 1992 – a lot of money at that time – when he left to start Pathogenesis to develop what he thought was a perfect drug with no side effects. There was only one problem: After the clinical trial, they discovered it didn’t work. Luckily, Gantz had identified another drug along the way that worked really well, and had convinced the owners of that drug to license it to his company before he knew about the failed trial. He didn’t think he would ever need it, but as it turned out, that “Plan B” drug saved his company — and led to the sale oLinkf the company to Chiron Novartis for $720 million in cash.

5. Sometimes it’s OK to benefit from disasters.


The turning point for Lakeview Technology came when Bill Merchantz installed his company’s new software for a really big client — New York City Transit Authority. The software didn’t work. Worse, it even destroyed some of the client’s data. For some reason, his engineers were on vacation or out of town, so he and one team member spent 72 sleepless hours inventing disaster recovery software to solve the problem — only to lose the client. But it gave him a great idea, and he built the business on the new disaster recovery solution, which became wildly successful. Now Lakeview’s clients range from Allstate to McDonald’s.

http://www.bnet.com/blog/smb/5-resiliency-secrets-from-americas-top-founders/4705

5/26/11

How to configure a linksys WAP54G (access point)

This device offers 4 modes of configuration. But you have to be careful because we cannot just set this access point into any mode without checking first for its compatibility. I will show you how to configure the device manually. Before the steps, here are the four ways this device is capable of functioning.

First as a plain Access Point, needs to be connected into a wired device (e.g. router, switch).

Second, as a Repeater, now you have to take note that it only works as a repeater with another linksys wireless router, not any wireless router but specifically WRT54G all versions.

Another configurations, Access Point Client and as a Wireless Bridge, also take note that when set to “AP Client” and “Wireless Bridge” mode, this device will only communicate with another Linksys Access Point (WAP54G), preferably same hardware and firmware version.

Important Note:AP Client, Wireless Repeater, and Bridging modes, make sure the SSID, channel, and Security/WEP key settings are the same for all access points. WPA will not work with an AP Client, Wireless Repeater and Wireless Bridge modes. Device IP is 192.168.1.245.

ACCESS POINT MODE - this mode allows wireless client to connect to the access point and routes traffic between the wireless and wired interface. Use this mode to create a standard wireless Infrastructure network.

By default the AP mode is set to Access Point.

1. Push the reset button while it’s powered up, release the reset button then unplug and replug the power cord.

WAP54G back panel

2. If your router’s IP address is 192.168.1.x, you may just hardwire your access point directly to the router and on your computer launch an Internet Explorer or any browser. On the address bar type in 192.168.1.245, type in admin as password, no username.

3. If you are configuring the device without a router or if the router has a local IP address other than 192.168.1.x, get your computer and, hardwire the access point to it and assign a static IP address, eg. 192.168.1.25. Open a browser an access 192.168.1.245 on your address bar, password is admin.

4. By default in the setup page under Network Setup, Configuration type is set to Static IP, leave it as it is or if your router has different Network settings (ex. 10.10.10.1), you may change the IP address following the range of your existing network (10.10.10.245), default gateway should be the IP address of your router, save settings. Click now on AP MODE subtab, select on Access Point and save the settings.

5. Click now on Wireless and configure your wireless settings (WIRELESS SECURITY subtab and select the desired encryption (WEP, WPA-Personal, WPA2-Personal, WPA2-mixed, WPA-enterprise, RADIUS), these are the security supported on the latest version releases. Take note of your encryption and of course save the settings. Turn off the access point and unplug it from the computer, set the computer’s IP address back to Obtain. Connect the access point to your router/switch regular port and power it up. It’s ready now for testing. Should there be any problem, try to powercycle the whole network (modem-router-access point).

Wireless Repeater - This mode will turn the access point into a wireless repeater. Enter the wireless MAC address of the access point whose signal you would like to repeat.

Linksys WAP54G repeater diagram

- Do the same things you did in setting the device to AP but this time on the AP Mode tab, select on WIRELESS REPEATER radio button and make sure you know the WIRELESS MAC ADDRESS of your router or another WAP54G (STATUS tab > Wireless) since you need to input that in the blank field alloted. Save the settings and check if you can connect.

AP Client
- this will allow the device to act as a wireless client. You can enter the Wireless MAC address of the Access Point or use the Site Survey button to select the Access Point you want to connect.
- Under the AP Mode tab, select AP Client and push on the Site Survey button to check for the wireless network you want to connect and select it, automatically it will copy its Wireless MAC or you can manually type in the wireless mac of your network source.

Wireless Bridge
- This is to create a wireless connection between two or more wired networks. This mode connects the physically separated, wired network using multiple access points. Wireless clients will not be able to connect to the access point in this mode. Enter the wireless MAC address of the wireless access points that you would like to bridge together.

- Know the Wireless MAC of your other Access Point and input it on the blank field. And do the same thing to the other WAP, they just change Wireless MAC to ensure that they only recognize each other. No intrusion from another network.

That’s it!! If you are having hard time connecting after configuring everything, make sure you perform a complete power cycle.

5/24/11

4 Ways to Be the Boss That Your Business Needs

Leona Helmsley. Donald Trump. Mark Zuckerberg. You know their names. To some, they’re the epitome of the nightmare boss, associated with tyrannical tantrums, boardroom antics, and for threatening employees when things don’t go their way.

As a small business owner, you didn’t get into the game to crush egos or smash office printers. You got in because you had a passion for what you do better than anyone else. But it’s not just you anymore. You have a team behind you. And it’s your job to manage it.

But your team’s not responding. Now what?

Now, you act like the boss. You stop walking on eggshells with your staff, and start adopting positive leadership practices that will inspire excellence. You’re not there to be your employees’ best friend; you’re there to manage them, and to grow your company.

You’re there to lead.

If you’re unsteady on your new managerial legs, here are a few suggestions to help you build the right team.

1. Stop Promoting People

Want to give a crappy reward to someone who’s good at her job? Elevate her to a managerial position where she’ll get to do less of what she loves to do. The idea of running a flat company is gaining street cred among scrappy startup types because it works. It removes that old, inefficient managerial hierarchy where in-field experts are banished to corner offices, and rewards employees instead with things they really want — more days off, more control, and a greater chance to do what they love. Don’t reward with titles; do it with freedom.

2. Don’t Involve Employees in Sensitive Company Matters

You’re running a small business, not a daycare center. There’s no reason for you to get mushy and reveal your darkest fears to your staff, especially if those fears concern your business. (Consult a business networking site for that.) The only thing worse than worrying about your own business is being forced to be worry about a business someone else founded.

If you’re looking to your staff for emotional support, stop. If the company is in trouble, if there’s a partner shakeup in the works, if you’re unsure of how to be a manager, fake it until you make it and keep quiet about it internally. Filling employees in on financial issues or things that don’t concern them will distract, frighten, demotivate them, or make them question you as their boss. You take care of the business; let them focus on their jobs. If they wanted to run a business, they’d start one. You better hope they don’t.

3. Get Rid of Dead Weight

Small businesses are like families. The only difference is that in business, you can divorce the people who hold you back. Hiring and firing is tricky for small business owners because they let emotions get in the way. You get attached to team members, and become reluctant to let them go. Do not hold on to employees for sentimental reasons. You’re their boss, not their mother. Holding on to an employee that doesn’t fit into the company not only holds that person back from finding a job where he can excel, it’s demoralizing to the rest of your staff. Non-performing people create resentment and mediocrity. The moment you know someone cannot do what you need them to do, fire them. No exceptions.

4. Get Comfortable Acting Like a Leader

If you want to cultivate a work environment where employees are comfortable making tough decisions and demanding innovation, you go first. Lead by example, even if it sometimes means disrupting the status quo. Mark Zuckerberg knew that Facebook needed a News Feed to keep up with Twitter and the microblogging trend. He didn’t care that it upset users, angered app developers, and changed the mindset of the site. He knew it needed to be there, and he stuck to his decision. And it paid off. Every decision you make doesn’t have to be correct, but you need to have the confidence in yourself to make them, and to fail faster.

The strength of your small business will be determined by the strength of your leadership. If you don’t have the stomach for tough calls, maybe you can get your old job back.

5/18/11

Business Plans by the Numbers

When writing a business plan, here's how to run the numbers that matter without getting hung-up on those that don't.
Entrepreneurs are a courageous bunch—except when it comes to math. I've seen many notoriously tough senior executives shudder at the prospect of running financial projections for their business plans. So I've developed a much kinder, simpler guide to help you crunch the numbers that matter most.

Break-Even Analysis
The most important numbers for a start-up are often the most basic. Among them: Predicting what it will take to have more money coming in per month than going out. Get that wrong, and you could find yourself out of cash, and out of business.

Start by estimating the revenues generated by an average sale. Then subtract the costs that change with each transaction, like sales commissions and costs of producing the products sold. The result is your "unit contribution." Next, predict your monthly overhead, or expenses that don't vary directly with sales volume, such as rent, salaries, utilities, legal fees, and accounting expenses. Finally, divide your monthly overhead by your unit contribution. That number will tell you how many transactions you'll need per month to break-even.

Now for the analysis. Is that a realistic sales target? When do you think you'll hit it? What resources will you need to get there? How much cash will you burn through in the meantime?

Marketing Efficiency
If you reach customers directly—as opposed to selling your products to a wholesaler or retailer that will then sell to customers—then make sure each of them brings in more money than it costs you to get them in the door. Get that basic number wrong, and no amount of sales volume will save you.

First, estimate the cost of acquiring one customer, by researching similar companies, and forming a hypothesis you'll test and hone over time. Then, estimate the lifetime value per customer. Predict how long an average customer will stick around, and how much unit contribution they'll generate during that time. Ideally, the lifetime value of a customer should be three or more times greater than the cost of acquiring a customer.

Financial Projections
Projecting your financials will help you develop a sense for how to expect money to flow in and out of your business over the first few years. The numbers here are very difficult to predict, so don't waste too much time on them. Instead, run the numbers in a simple way, and adjust them as you get real revenue and expense data. If you don't understand the basics of finance and accounting, or know how to use a spreadsheet program like Excel, you should probably get help. But make sure you understand how the equations work, and what they mean for your business. Here are the most important takeaways from your financial projections:

Opportunity to scale: While it's nearly impossible to predict how big your company can get, it's helpful to make an order of magnitude estimate (Are you shooting for sales of $1 million, $10 million, or $100 million?). That will help investors, partners, and other stakeholders grasp the attractiveness of your opportunity and help them know that if things go well the rewards will be worth the risks. Also, make sure your scale is reasonable. One way to do this is to look at comparable companies. How long did it take them to reach a similar size, and how much did it cost them?
Capital requirements: It's important to estimate how much money you'll need over the course of the next year in order to break-even. That way, you can get enough cash in the bank to allow you to focus on running the business for a while before needing to spend your energy lining up more financing.

You can always go deeper, but understanding these basic numbers will help you make smarter choices without getting bogged down in analysis-paralysis.

http://www.inc.com/articles/201105/business-plan-financials.html

5/17/11

How to Deliver a Speech that Gets a Standing Ovation

Rebecca MacDonald, a Canadian immigrant born in the former Yugoslavia who started with nothing and is now executive chair of Just Energy, a $2.3 billion (market cap) energy firm, delivered such a vivid and passionate speech at the Womens’ Presidents Organization annual conference on Thursday afternoon in Vancouver, that the entire audience of 650 women business owners spontaneously leapt out of seats to clap, howl and cheer her on.

“I laughed, I cried, I almost had to leave the room when she spoke about her relationship with her mother,” said Nancy Lyons, president of Clockwork in Minneapolis, raving about the range of emotions MacDonald inspired just moments after the remarks.

So what can you do to make a speech that spurs your audience to similar applause and admiration?

Get personal. Rebecca MacDonald told her life story—and didn’t spare the details. First, MacDonald credited her upbringing in a socialist system as fundamental to her mindset that “women can do anything men can do”. Then she shared that her husband’s initial skepticism about her launching a Canadian natural gas resale business was a catalyst that spurred her on. “If he didn’t say, ‘Are you insane?’ I wouldn’t be standing here,” MacDonald said, smiling. When she landed her first customer and sought gas supply, but was thrown out of the Toronto Petroleum Club because she was a woman, MacDonald added: “I didn’t want to face my husband. I didn’t want him to say, ‘I told you so’.” Once her business started to take off, MacDonald’s husband came to her to suggest, “Darlink, let’s merge,” recalled MacDonald, with an accent. But MacDonald would only do so if he’d work for her. In 1992, after he helped expand her company into a new market, MacDonald’s husband was killed in a car crash. “That changed me forever,” MacDonald confided.

Be honest.
When asked about her upbringing, MacDonald admitted she had a very strict and dominant mother. “I ran away from my mother,” she said. “I probably wouldn’t have survived her if I hadn’t moved to Canada,” and then revealed that her sister committed suicide. “My mother prepared me for life.”

Tell jokes. Although she touched on such intimate and serious subjects, MacDonald managed to keep the overall tone of her talk light and humorous. “Sometimes we get bitchy and catty,” she admitted, describing one drawback of women. She also spoke of a time her son told a friend visiting their home: “My mom’s actually nice and friendly—she just has cash flow problems.” Early on, she mentioned that after her husband died she devoted her life to her work and two children. But before she wrapped up her speech last week MacDonald was sure to announce to anymen attending, “I’m single and I’m available.”

Talk to your audience. Whether it was the serendipitous drink that turned into her first supplier relationship, becoming the first woman to take a company public in Canada—or the bout of rheumatoid arthritis that nearly kept her bed-ridden while doing so—throughout her speech, MacDonald related her business and life experiences to the particular crowd she was speaking before: entrepreneurial women.

Act as if each attendee is the only one. She invited the conference-goers to call her any time. She offered up her phone number (it’s on the Just Energy website) and availability (after hours). “I always answer the phone for a woman,” MacDonald said.

Forget notes, visuals or a PowerPoint presentation. MacDonald held our attention for more than an hour—just by being herself—and without relying on ancillary or distracting materials.

End on a high note. MacDonald wouldn’t get off the podium until she could respond to a question with an uplifting final answer—even if it meant risking missing her flight home to Toronto, where she was due at 5 a.m. the following morning to watch the royal wedding over champagne and biscuits with girlfriends.

Here are MacDonald’s pearls of wisdom you would have written down if you were there:

"Nobody got to a big business without starting small."
"Always pay your supplier even if you have no money to pay yourself."
"I made a lot of mistakes, but I never made the same mistake twice."
"Surround yourself with smart people."
"I love hiring the best and paying them more than the market."
"I never ask others to do something I’m not prepared to do myself."
"If Rebecca MacDonald can do it, everyone can do it."
"I thought $1 million was a lot, $10 million was a lot, $100 million was a lot, $1 billion was a lot. Now I want to shoot for $10 billion."

Now let me see if I can get my hands on the videotape of MacDonald’s address.

http://www.inc.com/how-to-deliver-a-speech-that-gets-a-standing-ovation.html

How Accountability Creates Success

The “list” gets longer and longer. Ideas and goals fall to the wayside remaining incomplete or never even seeing the light of day. There’s just no time; even less energy.

Sound familiar? You are not alone. I see it all of the time and I’ve experienced some of it myself. But why? We’re passionate about our businesses and our ideas. We believe we can manage it all. And we certainly have the drive and desire to succeed, don’t we? So with all of this going for him, why does a business owner fall into the frustrating and disappointing habit of letting himself down?

Working alone has many benefits, but just as many pitfalls. Entrepreneurial-minded people typically love the magic moment when an idea is born. We also enjoy creating the strategy. But implementation? Well, that’s another thing altogether, isn’t it? Structure, accountability, routine; these words may be foreign to your vocabulary if you are a creative, right-brained person. I’m not saying that hard-working entrepreneurs are incapable in these areas, but I do believe that implementing things from beginning to end and fine-tuning the process is often much more challenging – and yes, sometimes impossible for the entrepreneur. And if you are a solopreneur without a team to complete the details and some of the implementation, you might get pretty frustrated. It's like trying to fit a square peg into a round hole when you try to engage your brain in activities that just don’t feel natural to you.

While lack of resources is often a problem, there is another obvious drawback to being a solopreneur - the lack of accountability.

Learn more about help resources here.
Low and Cost Free Resources
Why Fly Solo? Delegate!

Successful business owners most often engage a coach and/or participate in Mastermind groups or the like. There are so many benefits to these relationships that I can’t even go into them all, but one that seems to be a common denominator for many entrepreneurs is the accountability factor. When the stumbling blocks are worked out and a plan in place, they feel more inspired to follow their tasks through to completion prior to their next coaching session. As one small success after the other leads to larger success and increased profits, the payoff really becomes obvious. This accountability seems critical to their success.

Making a commitment to yourself is a great start, but sometimes it feels OK to let ourselves down. You might find yourself making excuses (yes, they are typically excuses) and allowing things to elevate in urgency until you have so many fires to put out that the well runs dry. Instead of exhausting yourself like this, why not set up an accountability strategy?

If you believe that you can’t afford coaching, there are other methods. Try to find a group coaching environment that may be more affordable. A Mastermind group may raise the bar for you as you challenge and support one another. Or, how about a simple “accountability group”? Recently, a small group of my friends began such a group and each person simply commits to completing several tasks prior to meeting at the coffee house the following week. As a group of stubborn, like-minded ladies, no one is going to come to coffee having failed at their commitments!

Think about what motivates you to do the detail work and follow through on your ideas. Blocking out even one hour a week can make a huge difference if you block not only the time, but the interruptions as well. Turn off the phone, close your email application and focus on your “to do” list.

Who do you know who will hold your feet to the fire? Someone who will encourage you and offer up the occasional “atta boy” when you’ve stretched beyond your comfort zone? Success is a beautiful thing – even the small successes - and accountability could be the key!

http://www.inc.com/marla-tabaka/how-accountability-creates-success.html

5/3/11

How to Use Game Mechanics to Reward Your Customers

Your customers hoard airline miles and covet their status-symbol black American Express. What was once called "consumer incentives" is now known as "gamification"—and here's how to integrate it into your company and win consumers' hearts and minds while you're at it.
By Christine Lagorio | May 3, 2011

There's a green card. Then there's silver, gold, and platinum. And then there's the Centurion—the black American Express card. Which do you want in your wallet?

A handful of luxury brands have for decades used promises of status to encourage customers to spend more through loyalty to their brands. Today, brands of all stripes are experimenting with the psychology of status and power in rewarding customers. A generation raised on video games is wired to love incentives—and that doesn't just mean freebies.

Consider Foursquare, a company built entirely on a game-design model. Users earn badges—virtual reinforcing awards—for checking in at places they encounter when going about their daily life. As a bonus, they're alerted to money-saving deals nearby. Eight million people have downloaded the Foursquare app, and use it to check in. It is as if the company has tapped into airlines' frequent-flier rewards program possibilities—without itself offering a tangible reward.

The new rewards ecosystem is a marketer's dream. But the first thing to understand is that it's simply game mechanics at work. This strategy of applying game-design principles to things that aren't otherwise considered games has been dubbed "gamification." And the growing popularity of adopting gaming tactics—which are useful not only to encourage loyalty but also to gain metrics by which to track consumer behavior—means it's no longer just the realm of large companies with sizeable marketing budgets.

"Historically, customer engagement was something big brands did a lot better due to full scale loyalty programs," says Gabe Zichermann, a blogger who authored Game-Based Marketing and who hosts of the Gamification Summit. "That's because they had the budgets to do that. JPMorgan Chase can offer rewards miles, when your café on the corner can just do, say a buy-10-get-one-free card."

That's changing. Countless start-ups are incorporating game-design strategies, hoping to eventually grow revenue off of consumer data, or by using a combination of data plus game-mechanics to influence consumer behaviors. Here's how the experts suggest going about adding a game layer to your company.

Rewarding Customers Through Gamification: Why Game Mechanics?

People are hard-wired to enjoy positive reinforcement. And, well, play is fun.

Consider golf: Social interaction aside, why would anyone go to a course and attempt to hit a tiny ball into a far-away hole? "If we were thinking of standards of productivity, we would just invent a machine that stands over the hole and sort of shoots the balls into the hole," explained game designer Jane McGonigal, who studies the social and mental impact of gaming, at her South by Southwest Interactive festival keynote speech this year. "Instead, playing the game is something entirely different."

Gaming reinforces players through positive feelings generated by achievements, which are perceived through points, badges, discounts, or any award—tangible or not. Game mechanics are, simply, ways of generating those positive feelings.

"Foursquare was a really great early example of this happening," McGonigal says. Foursquare started this whole trend of making achievements and giving people badges for doing stuff."

Giving customers something positive encourages additional interaction with your brand, service, or product. For this very purpose, LinkedIn added a progress bar that documents user-profile completion. But that's not its sole purpose.

"Filling out your profile, that's a behavior LinkedIn wants to motivate. The progress bar is this total insight to your progress as a user," says game designer Gabe Smedresman, who designed the iPhone game Crazy Boat, and who is working on a social-interaction app called Gatsby. "That taps an innate human desire to complete things, and not leave things undone. That's what games do—they are systems that give people pleasure."

For LinkedIn, the benefits are straightforward. Giving users even perceived achievements harnesses users motivation in a way that gives the company more loyal users who are more invested in the service. As a bonus, it collects more data on its users.

Rewarding Customers Through Gamification: Status is Everything

Much of rewarding your best customers used to be done through giving them gifts, discounts, or freebies. Game mechanics are becoming so good at reinforcing customers that some experts are asking: Why reward customers by putting something free to them in their hands when so much of what feels good is in their heads?

"In the old view of things, we think, 'Well, if we do anything for our customers, we should just give them free stuff.' But free stuff is the old view," says Zichermann. "Now we know that status, access, and power are both easier to give and reward customers better."

Take the café on the corner Zichermann referenced earlier. What would happen if instead of giving customers a free coffee every now and then it made a priority lane for faster service to reward loyalty?

"It's not that free stuff isn't good, it's that the consumer can price the free stuff, eventually. They know that a coffee costs $2.00." Zichermann says. "They cannot put a value on status, access, and power benefits very well—and they tend to overestimate the value of these things."

Status rankings seem to be fundamental to humans' worldviews—and that's about feeling loved by something you've invested energy, time, or money in.

When JetBlue Airways was just starting out in the early 2000s, it didn't have a loyalty program. Instead, it offered a bevy of customer services that other airlines didn't consistently: Leather seats, customizable in-flight entertainment, snacks aplenty, cheap tickets, and consistently kind employees. That wasn't enough.

That lasted exactly two years before enough customer surveys mounted up begging for a frequent-flier program that the True Blue miles program was founded. "This is true with every industry. It's going from a nice-to-have to a must-have," Zichermann says. "It's a way for small companies to take advantage in their market vertical."

He posits that gamifying an aspect of your company could be more beneficial than was early-adopting social media. "How many more sales we get from our Twitter feed is still unclear to people," he says. "But as soon as you get someone hooked on your system versus someone else's, the harder it is to switch, and that's profits."

Any coupon-clipper or group deal-site aficionado knows that it feels pretty good to snag a deal the Joneses might not have spotted. Consider LevelUp, one of the newest group-deal websites. Its premise: Purchase a Groupon-like deal, say, $10 worth of ice cream at Toscanini's in Boston for $5. Instant win. After you purchase that deal, another is offered to you, perhaps 60 or 75 percent off ice cream from the same shop. Bonus point.

"It's kind of a re-molding of what was kind of a passive job of coupon clipping 40 years ago," says Samantha Skey, the chief revenue officer for Recyclebank, a business that works with communities build household incentives into recycling or saving energy. "It's an activist buyer who is gaming the system to get the best deal when she goes to buy those lemons. That consumer—and her desire to do the right thing and feel smart and get a good deal—is at the heart of what we do."

Recyclebank's business is to profit from cities actively processing less trash and doing more recycling, but go to its website, and it just looks like fun. "Earn points. Get rewards. Better the planet," it reads.

Rewarding Customers Through Gamification: Constantly Consider Your Customers' Motivation

In building a system to deliver rewards for your customers, it's important to consider first your goals. Are you primarily attempting to encourage brand loyalty—or are you trying to meet new customers? Are you trying to give customers something light and fun—or are you looking to amass more valuable customer data?

Next, consider within a system what specifically about your audience or customer base you can specifically reward. Simultaneously consider any aspects that could potentially turn them off. For example, if you're targeting a young audience of early adopters for whom sharing neat things or achievements with friends is natural, offer social-media sharing into your rewards system. But that might not work for everyone.

Brian Burke, the research vice president at Gartner, a global research firm that published a study on the expanding reach of gamification for companies, said that different people are motivated by different responses, so finding a good fit—particularly regarding social media and asking customers to disclose information—is key.

"There is some portion of the target audience that's likely to never engage because they find it creepy," he says. "Other segments of the population play games to develop relationships and find social interaction. Inherently, you're never going to reach 100 percent of the population."

Burke says his research into motivation and game-play, when conducting the study that determined that by 2015, 50 percent of companies that manage innovation and research will use gamification to drive innovation, he found that not all people play for the same reason. While he classified people into categories of explorers, achievers, and killers—those with an "I win, you lose" mentality—and those who play just for the social interaction. "There are some people out there who want no one else to know anything about them, and there are other people who want to push social interactions and foster bonds," Burke says.

For Games that Give, a company that builds Facebook games for brands, consumer-sharing is essential to a game's success. The goal for a Facebook game with heavy brand-integration is the same as any basic marketing: Eyeballs. So, going viral through heavy online sharing of scores, successes, and enjoyment of the game by players is key. But it's also a tricky thing to encourage.

"You really only have between five and 10 seconds to make an impression on people, so you use little tricks," says Adam Archer, one of the founders of Games that Give. "At what point do you ask people to share with their friends? They are most likely to share right after they've won something."

And sharing online might just be more valuable than word-of-mouth—because it's easy to track. But it's part of the same mission, Zichermann says.

"What you're trying to do with gamification as a business owner, is identify your most loyal fans, engage them to both generate more revenue for you and fire them up to become brand evangelists for you," Zichermann says.

Rewarding Customers Through Gamification: Don't Creep Out Your Customers

The danger of offending consumers' senses of privacy is a detail of which to remain consistently aware.

"With gamification, you have access to the underlying behavioral data in a massive scale way. Instead of flying blind, you can know exactly what people are doing on your site," Smedresman says. "After you have that, this non-blindness of what people are doing, you can start manipulating that. That's gamification."

GroupMe might offer group chat today, but tomorrow, it might suggest places for active groups to go meet, and spend money, Jared Hecht, one of the company's founders, told Inc.com at SXSW.

"It means that people who have a vested interest in manipulated consumers' behavior are going to be a lot more sophisticated about that," Smedersman says. "It's going to be our jobs as consumers to be mindful as to when we're being exposed to these incentivisers."

Rewarding Customers Through Gamification: Build in an Autonomous Feel-Good Aspect

With every consumer motivated by slightly different impulses and rewards, consider one of the most influential customer trends of the decade: Going green. Pushing customers toward feeling like they're doing good—either for themselves, or a greater cause—can be another powerful motivator. In the case of Recyclebank, it's lowering your electricity use or landing more of what comes into your house in packaging from the grocery store in your recycle bin.

"We've done side-by-side comparisons: If you integrate a socially responsible theme to the brand, you can see an increase by 40 percent in engagement—the time they spend in the game—over 40 percent in retention, and over 50 percent higher virality," Archer says. That means the user is more than 50 percent more likely to invite their friends to play, or, in other words, to become an ambassador for the brand.

While Games That Give develops entire autonomous game systems to represent a brand, Nissan has adopted just a few game mechanics for its Carwings, a system that keeps track of all of your car's fuel use, battery status, efficiency, and more. The program not only gives you feedback on your efficiency, but also puts your stats in competition with those of other Nissan Leaf drivers.

Is the big green pat on the back enough of a reward for your customers to continue interacting with a giving-back gamified system? Maybe not, says Skey of Recyclebank.

"I wish I could say the rewards are secondary, but I don't think they are yet," Skey says. With that in mind, Recyclebank rewards its users with grocery and goods coupons. "It would be great to get to the point where diminishing your footprint and increasing your eco-IQ was reward enough."

Rewarding Customers Through Gamification: Additional Applications

If Burke and Gartner are correct, the corporate applications for these game-design tactics are going to go way beyond customer rewards. Consider, Burke suggests, that Michellin uses online alternate-reality portal Second Life as a training program for enterprise architects.

"I believe that employee performance in a company environment is a growing use," Burke says. "Companies are starting to—instead of using a training manual or holding quarterly reviews—move toward a social-networking environment for performance and performance feedback."

It's not too much of a stretch to imagine a system in which an employee is awarded a badge or points for a speedy and well-crafted response to a boss's e-mail. But what about a system that tracks employees' behaviors in order to quantify work completed? What about crowdsourcing research and development? What about incentivising word-of-mouth promotion? Countless applications abound, both inside the walls of a company and out.

Now that companies are thinking outside of credit-card color-schemes and flight miles as rewards, not even the virtual sky is a limit to what can be done in this space.

http://www.inc.com/guides/201105/use-game-design-to-reward-your-customers.html

Are You CEO Material?

Ask yourself...
Sooner or later, every growing company reaches a point at which the entrepreneur behind it should start wondering whether he or she is the right person to be CEO. The answer has a lot to do with the company’s stage of development. The person who’s right for the start-up phase may not be right when the business reaches the management stage. Veteran entrepreneur Norm Brodsky found out the hard way that he was a terrible manager.

So how do you know...
Brodsky suggests there’s no tried-and-true formula for evaluating a prospective CEO. Ultimately, of course, the proof is in the pudding: How does the company perform? By the time you see the results, however it may be too late. That said, here are the five criteria Brodsky uses in evaluating a person’s ability to handle the responsibilities of a CEO.

Are you a leader?
First, a CEO has to be a leader, not simply a pied piper. Entrepreneurs are pied pipers. We play seductive melodies, conjure up wonderful images, and entice people into following us. Leadership is different. It calls for keeping a watchful eye on the business and making sure everyone understands what must get done. You need to create a sense of urgency about that.

Do you possess foresight?
Second, a CEO should have the ability to see around corners—that is, to recognize well in advance what has to be done for the good of the business—so that the company is always leading the industry rather than trying to catch up.

Do you love solving problems?
Third, a CEO needs a passion for problem solving. You have to be able to figure out quickly which problems require your attention and which don’t, and then focus relentlessly on getting the big ones solved. It helps to be sort of a person who feels acutely unhappy until a problem is fixed.

Is your ego too big?
Fourth, a CEO has to be able to put the company ahead of his or her ego gratification. Entrepreneurs enjoy the spotlight. That’s fine when the company is establishing itself in the marketplace, but it can become a problem later on. You need to be willing to do what’s best for the company at any given moment, which may include staying out of the spotlight.

Are you financially savvy?
Finally, a CEO must be financiaLinklly literate in a way that goes beyond accounting. As CEO, you need to be able to use the numbers, not just to understand what has happened but to help you spot trends, identify problems, and head off trouble before it hits you.

What do you think?
Now, there are obviously many other traits not mentioned here, such as having a good strategic sense, working well with people, knowing how to delegate, and on and on, Brodsky says. “I value all those qualities, but the CEO has a special role to play. He or she is responsible for the success of the company as a whole. For that reason, I believe the five criteria I’ve mentioned are the ones to focus on. Do you agree. Lew me know.”

http://www.inc.com/ss/recognizing-what-makes-a-great-ceo