36 Burst results for "KPI"
"kpi" Discussed on WTOP
"Even help you get there with free airfare for second guests plus enjoy free unlimited open bar free excursions and more visit ncl .com call your travel advisor or 1 -888 -NCL Cruise offer ends soon DC Norwegian Cruise Line ships registry the Bahamas and USA restrictions apply. this is WTOP news it's 624 there's new video of an American being held in a Russian prison Russian media has released rare footage of Paul Whelan in his prison uniform it appears to show him eating in a prison cafeteria and using a sewing machine he also tells a reporter Russian that he can't do an interview or answer any questions Whelan a former Marine was detained in 2018 accused by Russia of spying the u .s. says he was wrongfully detained and is working on his release you know how to dial 911 when you don't have your phone on you in the middle of an emergency like a sudden severe storm you may not have your cell phone with you but if you're able to find someone else's password protector phone just laying there around are ways to call emergency services and get the help you need I'm Kim commando brought to you by NetSuite. Do more with less. Get NetSuite's KPI checklist absolutely free at NetSuite .com slash Kim. Now here's what you to need know if you find an iPhone in an emergency just hold the side button and one of the volume buttons then drag that emergency SOS slider and you're connected. Now if you find an iPhone 7 or earlier quickly press side the or top button five times and the emergency slider will appear but what if it's an Android device you come across? Look for an emergency call button right on the lock screen simply tap it dial your local emergency number and you'll be connected to help. Knowledge is power so I want you to practice this with your kids and all the older adults in your family too and get tech smart the easy and fun way with my free newsletter enjoyed by over 500 ,000 folks every day. Sign up now at GetKim .com Sports at 25 and 55 Powered by Red River technology decisions aren't black and white think red. Preston Tennis is the story big this morning.
Fresh update on "kpi" discussed on WTOP 24 Hour News
"Quality is consistently testing safe for swimming. Egrets and herons fish near the Benning Road bridge. Metro trains rumble by. We have to be doing conservation for people's sake too. And particular in on a river with such a really nasty history of environmental racism moving towards environmental justice is a really important part of this work as well. Kate Bryan WTOP news. Google Maps is challenging you to help them map roads. Have you ever driven down a road that Google Maps seems to have missed? It happens more than you think. Even with 10 million miles already covered in Street View. And now Google wants your help. I'm Kim Commando brought to you by NetSuite. Want consistently excellent performance? Download NetSuite's KPI checklist free at NetSuite .com slash Kim. Now if you're the adventurous type loves who to explore, Google has just the thing for you. The Road Mapper tool. In this cool space where you can join challenges to draw on those missing roads especially in busy areas that are strangely enough not on Google Maps. And it's not just about fixing a map. You're going to help out in big ways like improve local business visibility or help emergency services navigate more efficiently. Now here's the kicker. It's invite only. But you can apply to get in as a volunteer. To take the first step head over to my website at kimando .com. I have form the form right there for you. And get tech smart the easy way with my free newsletter at GetKim .com. Sports at 25 and 55. Powered by Red River. Technology decisions Black and white. Think Red. Over to Dave Preston. So I have to do Google's work for it now? I know it's
"kpi" Discussed on AI Today Podcast: Artificial Intelligence Insights, Experts, and Opinion
"And depending on your role, you know, you may be technical, but you need to talk to management. And so you need to understand at a high level the terminology that they use as well, which is why we thought it was important to present these in our AI glossary series. After all, this is a glossary series, so we should cover the key and important terms. And I think also more philosophically, we need to be building AI systems that matter. I mean, a lot of people do come out of research, and there's a lot of great research being done in AI and machine learning, and that's fantastic and that has allowed us to evolve to all these things. But if you're implementing this in an organization, it can't be another research project. It really has to drive some value. And a lot of times we kind of get lost. We lose the forest for the trees. Not talking about random forest or decision trees, my dear machine learning and data science friends, but in talking about really trying to understand sort of the context of all this and making it work. Because at the end of the day, the only real way to have durability here is for it to really matter. So we hope you've really been enjoying. We have a lot more in our glossary. This is not the end of the glossary series. I don't know why it feels like we've come to some conclusion here. We've not. We have a lot more terms we're going to talk about. This glossary series continues with more big data terms, more MLOps terms, more terms about robotics and robotic process automation. So definitely stay tuned, stay subscribed, be part of this conversation on trying to understand AI and how to make it work for you is core to what we do at AI Today. Exactly. And of course, understanding the terminology at a high level is one thing, but being able to put it into practice is another. And we are big advocates of doing AI, right? We are big advocates of following best practices, methodologies. We want you to succeed in your projects. We want you to be able to talk to different groups in the organization, and we want you to be able to be successful. So that's why we're big advocates of CPMAI methodology, which is the cognitive project management for AI methodology. For our AI Today listeners, we've put together a free intro to CPMAI course, and I encourage you to check it out if you haven't done so already. I know many of our listeners have, and you've reached out to us, which is great. Go to aitoday .live slash CPMAI, and you can sign up and register for free. If you're interested in getting the certification and become CPMAI certified, then you can go to cognolytica .com slash CPMAI, and you can sign up, and upon completion of all the training and exercises, then you will become CPMAI certified.
"kpi" Discussed on AI Today Podcast: Artificial Intelligence Insights, Experts, and Opinion
"We want them to provide the results that they need to provide. We think often in terms of the technical or functional aspects of the model working. What's our accuracy and precision? We talked about that in model validation and the confusion matrix. We might think in terms of, are we iterating the model right? How does it work in terms of performance? How does it work in terms of GPU and cost? All that stuff is important. It really is important, but at the end of the day, what is really important is the model delivering benefit to the organization and to its users. Part of that benefit is one of those KPIs, one of those things that's really important to measure. A very specific kind of benefit, of course, is return on investment. I'm sure you've heard this expression, ROI and return on investment. It's really just the metric or performance indicator that measures the benefit of a given product, project, or service to an organization based on how much was invested for that particular product, project, or service. Of course, there's the financial part. You can think most often that ROI is calculated by measuring the financial returns or monetary returns that you got for the project, so you have to quantify it somehow in terms of hours saved or costs saved or revenue or whatever that return is, measure it against how much you invested in it. So, you have to measure your investment too, your finance, your hours, your time, all that sort of stuff. Often, people don't really measure it very accurately and sometimes ROI is kind of more of a loose thing where you kind of get the idea or sometimes it's very specifically defined. But you can also measure ROI from non -financial measures, so how much time or people hours were saved, how much am I using resources, resource utilization or equipment utilization. Maybe I'm measuring a reduction in risk, an increase in safety, an improvement in compliance, improvements in productivity or efficiency, reduction of errors, reduction of mistakes.
"kpi" Discussed on AI Today Podcast: Artificial Intelligence Insights, Experts, and Opinion
"Metrics, maybe system performance, or we want to measure customer satisfaction, machine uptime or downtime error rates. So, you know, or other measurable things to help determine the overall success and performance. So it's just important to understand, you know, that these are things that you can measure. Management often likes to think about things and measure them in terms of KPI, and that's why it's important to know the term. AI Today listeners, we have something special to share with you from this episode's sponsor, Algolia. You may have recently heard our podcast with Algolia CTO, Sean Mulaney. If not, make sure to check it out as it provided some great insights into how AI is being used to enhance search in some pretty profound ways. If you're not aware, Algolia provides the world's only end -to -end AI search and discovery platform to power instant content discovery for any site or app at hyperscale. Every end -user discovery experience is guided by understanding the true intent. Algolia empowers organizations with a better way to build unique and engaging end -user experiences. Algolia's platform enables business users to automatically deploy new strategies with content and products using a no -code environment. As a result, businesses can automate merchandising and placement, instantly deliver the most relevant results with blazing fast speed, powered by a rich and engaging online search and browse experience. Learn more at algolia .com. That's algolia, A -L -G -O -L -I -A, dot com. Great. Part of the reason why we're talking about this is because we think about, oh, we want these machine learning models to work. We want them to provide the results that they need to provide. We think often in terms of the technical or functional aspects of the model working. What's our accuracy and precision? We talked about that in model validation
"kpi" Discussed on Crypto Cafe With Randi Zuckerberg
"Collecting of understanding communities of joining in. And so on that crypto fund that NFC front and then kind of exploring the metaverses and different types of gaming platforms that were on the blockchain and off the blockchain too. It finally came to a culmination that aloe where there was this beautiful opportunity with my partners over at Roblox Christina, a different was incredibly instrumental in us kind of just brainstorming what this would look like. We were chatting and, you know, understanding other Roblox is definitely a web two, maybe 2.5 platform, not fully web three. I knew it would be the right moment an opportunity to dip our toes as a brand and to create something that felt unique and that felt on brand and that felt in line with our mission to offer meditation and yoga in this digital realm. Along with toying with things and testing things like digital fashion and drops, just uniquely there. And that's how we kind of came to be and to start our first project. Now to your question about, was it a heart salad? To be fully transparent and honest as you mentioned, it was there was there was a mountain ahead of me to kind of sell this in. Yeah. It was, you know, it's unknown for a lot of folks. It's definitely not traditional by any means, you know, within the marketing funnel. But being able to kind of hold hands with the company and walk the teams through the opportunity that was ahead of us and really laying out the goals and KPIs that would be tied to this and how this would continue to be on brand was truly truly a key factor in this success in selling it in. My biggest API was, hey, it's like a handful of folks. Maybe ten people can walk away being introduced to aloe and understand that we are a wellness brand. That you can take a moment for yourself and meditate throughout the day, even though in a digital realm. Then that's a win. So the KPI was at first, it was one. Then ten, then it was like, okay, maybe a hundred. And stopped there. And we launched and now there's over 60 million people doing yoga and meditation with us in the metaverse regularly. We've also quote unquote, have had more folks wear leggings in the metaverse than in real life last year. And that's a great start. And that's amazing, right?
"kpi" Discussed on Bloomberg Radio New York
"Domestic based? Of course, there used to be that time where was the Chinese based companies wanted to list in the U.S.? Is that sort of fallen foul as well? Well, we definitely have seen some headwinds in terms of recruiting international listings. Along with a lot of the geopolitical uncertainty, there's been a lot of nationalism in the search for new listings. So while things have slowed down a bit with the Chinese listings while we've been working through some of the accounting issues that the SEC is working with their regulators on, we have seen an increase in demand from companies in Southeast Asia, Latin America, and other emerging markets. So for U.S. investors, we think it's critical that we keep attracting these high growth companies from emerging markets to the U.S. capital markets. So we're hard at work on that. And what about the innovation on your side? What more are you looking to do at the moment in terms of ensuring that they keep on coming to NASDAQ as you say you've got a big win rate, how are you looking to enjoy your busy if indeed the pool of companies wanting to come to market is a little bit smaller? Well, we always like to say we have solutions for companies at every stage of their life cycle. So we talked a little bit about how NASDAQ private market can help with liquidity pre IPO. Once you're a public company, an issue that's getting more and more important is what are you doing around your ESG disclosures? The SEC has proposed some rules around climate disclosure. So we're actively working with our issuers to advocate on their behalf with the SEC to make sure that those new regulations are reasonable. And at the same time, we're looking into what are the commercially viable options for us to help our companies with these new reporting requirements from regulators, investors, and all of their stakeholders. So we recently completed the acquisition of metro and ESG KPI reporting platform that's going to help companies accelerate the way that they report their non financial metrics. And let's just talk a little bit when you think of ESG. I immediately started to think of the moves in NASDAQ was making ensuring that, well, the S was uplifted as well. Not just environmental, but thinking about diversity on boards and who you have on and listening. How is that conversation going? How much are investors sort of to be blunt? Caring about that at the moment. Well, I think one of the hallmarks of a great market is to have great corporate governance standards, and that's why we did introduce a new disclosure rule around board diversity. We think it's a critical part for investors to be informed about the diversity of companies boards. And so we've seen a great response from that in terms of both companies and investors. And as you mentioned on the S, there is a lot of work that's going into, especially around human capital management within the issuers and how they're thinking about their employee base, especially during this challenging time. Jeff, it's great to catch up with you. Thank you for spending your time. Jeff Thomas senior VP at NASDAQ. Coming up after the overturning of roe versus wade, we're going to discuss with the CEO of women labs. How
"kpi" Discussed on The Podcast On Podcasting
"In, but we're going to take a quick word for our sponsor. And then we let the ad happen and then after that, we get into the listener's favorite questions that are really going to serve them. That helps keep attention through the advertisement. And if your ad is in the middle, people are going to be driving probably they're already going to be exercising and they're like, okay, I don't need a fast forward this. Unless you always have three minutes of ads, they're always going to know. But if you throw those in and you're like, hey, quick word from a sponsor. I think that's going to help you a lot. To make sure you're getting these completion rates. And the last piece of advice that I would share is the shorter the episode, the more likely that you're going to have a higher completion rate or listen through or play through rate. So for example, if your video or your audio is, let's just say, 45 minutes, then you're going to have fewer people that are able to finish it. So whenever you can whenever it's possible for you to, for example, do I do recorded episodes where it might be like 45 minutes with a guest and then my very next episode is much shorter where it's 5 ten, 15, 20 minutes. It's just me pouring into you just like this one. All of my even numbered episodes do that. So if you're looking to understand what is the benchmark for your KPIs, I'm going to say at least 50%. If you're above 50% awesome. If you're in the 60 70 80%, then you're doing way better than average. If you're in the 40 30 2010%, 14% completion rate, then you're way below average. You podcast probably isn't hitting the marks that we mentioned. So that means you're going to have to have a better teaser, a shorter teaser, a better intro, a shorter intro. You're going to have to tell them what you're going to tell them. Tell them and then tell them what you told them. Basically, you're going to give them a big promise. Hook them into listening to the episode. And then you're going to give them the stuff and jump right out of the way. And the last piece of advice that we shared on this episode was, if you're going to have an ad, I'm hoping that you don't waste time before anything valuable happens or you don't waste time at the end just with an ad. But you might put it in the middle. Those are some things to consider, and I'll see you on the next episode. Two quick things before you go. Number one, if you are looking to upgrade your podcast equipment or just get your very first affordable microphone, then go to grow your show dot com slash PDF. That links in the show notes, go ahead and scroll down. On that PDF is 100% equipment for your podcasting studio that I've personally vetted. My team has vetted this. We know that it works. We know that it's affordable and we don't want you paying more for your podcasting equipment. So again, if you're looking to upgrade, your equipment or get your very first inexpensive microphone that works great. That's where you go. And then number two is got a free course, a to Z on everything you need to know about podcasting and you don't have to go anywhere, but the podcast in order to access it. You don't have to even give me an email address to access it. It is just the very first 6 episodes of this podcast. So what you'll do is you'll scroll down a bit, you'll click on the all episodes and scroll down because we're hundreds of episodes in. And you'll see the episode one, two, three, four, 5, and 6 is a free course from a to Z on launching a top podcast. Take advantage of those two things, I'll see you on the next episode..
"kpi" Discussed on The Podcast On Podcasting
"If you want to do an ad, you really want to make sure those first 60 seconds is valuable to the listener. Get some hooked. It gets them excited. So tell them what you're going to tell them. And then you tell them. So you get into the episode and you tell them the things. Most hosts never achieve the results they hoped for. They're falling short on listenership and monetization, meaning their message isn't being heard and their show ends up costing them money. This podcast was created to help you grow your listenership and make money while you're at it. Get ready to take notes. Here's your host, Adam Adams. Welcome back to the podcast on podcasting. It's Adam Adams. And today we're just talking about those of you who are really caring about your KPIs, key performance indicators. Those of you who are really paying attention to all of these details, who really want to know and understand, what is a good completion rate? That's what we're talking about today. We call it a completion rate or I like it a playthrough rate or listen through rate. This basically means how much of the episode are people listening to. And why is this important? It's important because the longer that people listen to your episodes and the more that they'll listen to at the same time, for example, if they listen to two or three episodes right at the same time, you're going to get credit for more downloads. You're going to get credit for a full playthroughs. And there's some podcast algorithms that are actually going to support you because they'll notice this and they are going to rank your podcast. And getting ranked is super important in my opinion because if you're not ranked, then you have to do all of the marketing. Once you get ranked, then you're able to let your podcast platforms do the marketing. For example, iTunes will push you in front of more people. So what are those numbers? What are the good numbers? Well, a good completion rate for podcasting changes every single year. But it needs to be above 50% for you to even if your goal is to trigger algorithms, you want to be 53 59%, play through rate. Listen through rate. Completion rate. This means somebody start your podcast. We want them to listen to the whole F and podcast. The whole episode. We don't want them to leave early. So with that said, here's a few things that you can do. Step one, one thing that you can do to make sure you have a higher completion rate is I say, tell them what you're going to tell them. Tell them, and then tell them what you told them. So basically this basically just means I want to make a promise and I want to keep it. I want to hook my audience, get them excited to listen to my podcast. And then I want to deliver on the promise. I want to make sure that I follow through with everything that I said. And I don't want a whole bunch of wasted time. I want to trim the fat and I want it to be helpful and useful for my listener. And then at the end, I want to just wrap it up and go. The problem that some people are doing is, before they can hook their audience, they already have an ad. They have a one minute or two minute ad. In fact, I was just interviewing somebody who wanted to do a discovery call, because they want to work with our team. And I listen to their podcasts and they had a one minute and 11 second ad before their listener ever got any value. I'm like, listen, I don't know how to say this, politely, but you're asking for something, you're trying to get your people to buy stuff. You haven't given them any value. They haven't even gotten excited about your show, or the episode, and you're already cramming some ad down their throat. And I just don't think that that's appropriate. I don't think people like doing that. I know I skip it. I'm oftentimes won't even listen to a podcast if the very first thing is a few ads. Or if I love the podcast, then I will learn incredibly fast that I need to skip through to the two minute and 32nd mark for this podcast. To get rid of all that fluff, I just go forward forward forward forward. And then I let go and then I can listen to the episode. Because I've learned to just automatically skip all of that shiz. That wasted stuff. So for you, here's your takeaways to get like a higher completion rate or takeaway. I want you to have a teaser. This is 17 seconds or less. I want you to have a teaser where it's part of the episode. It's an exciting part of the episode where you're listener can be like, oh yeah, this is going to be a good one. I'm glad I'm listening to this. At least get them hooked. And then I want your intro to be very, very short. 15 seconds is the goal. Now, some people have 45 seconds a minute. That's way too long. Some of you have 20 seconds. That's probably going to be okay. Your goal is a 15 second recorded introduction. This basically means like if you have a voice-over artist with music in the background, that copy, the transcript, the words are going to be 15 seconds or less if you can. You want to call out your listener. You want to call out the perfect avatar that you're working with and let them know that this podcast is for them. And then you want to come into the episode and say, hey, this is the value that you're going to get. This is what we're talking today about. And if you want to do an ad, it needs to be after that. You really want to make sure those first 60 seconds is valuable to the listener. Get some hooked. It gets them excited. So tell them what you're going to tell them. And then you tell them. So you get into the episode and tell them the things. Maybe you want to add. So you're like, where should I put it? Should I put the ad in the beginning, middle or end? Well, if we're talking about completion rates and you need to have at least 53 59% of your listeners playing all the way to the end of the podcast episode, you're not going to want to have 7 calls to action that are confusing. You're not going to want to have a minute or two minutes or three minutes, like ending to the podcast. Because then they're already going to be skipping to the next one. You don't want to have all of your ads at the end because then there are going to be like, oh yeah, I remember when I listened to her podcast, she's usually got like three minutes of ads, so as soon as I hear the end, I'm just going to skip to the next one. You don't want that. So how do you solve that? Well, the way that I suggest that you saw that is in your podcast episode, if you're going to be having an ad, I love the middle. I love the middle of the ad. And one of my favorite things is to let your listener know that you're going to take a break. One of the ways that I do it is I say something to the effect of we're about to get to my listeners favorite part of the episode. Which is where I ask you all of these cool questions. And you can pour.
"kpi" Discussed on PT Pintcast - Physical Therapy
"So admit that problem and then maybe admit that you can't do it all you need to be open minded about. What can i do what what is going to move those needles right. And that's where I'm sure kpi's in terms of marketing come come in. Which is what targeted might trying to hit here. Because i got. I'll be honest with the i've guilty this as well when you try to hit all the targets you start to miss all the targets so hitting the ones that actually moved the needle what are some. Kpi's that are important to you from a local marketing working one on one with a clinic owner. What are some of them that come up that are effective vet hitting some of those strategic goals. Damn line what are some of the short term. Kpi's that helped moved big old needle. Grushin we like to call it in the physical space. The four four. Four methodology right four blocks or four walls four blocks and four miles within that structure. We understand the four walls are physical space right our actual clinic. How are we maximizing in clinic. Marketing to either generate new patient reactivation addressing more of a holistic approach of the patient Or kind of comprehensive What's causing x. Mobility disorder or is a balanced issue really associated with You know back pain or mobility right Obviously not clinch not gonna speak to that but understanding our internal marketing efforts and that ranges from the physical space to our for Our digital digital space right so website. Google business how are we getting in front of the consumer and then it ranges out into the four blocks which is the greater community and then four miles which is a larger surrounding area. It's a good. It's a good framework. Because i think a lot of people again and i keep bringing my phone up to to the screen here. If you're just a podcast audience people just look at. It's so overwhelming justin. You can be everywhere all these different social media platforms. How many do you need to be. How many do you need to be..
"kpi" Discussed on AI Today Podcast: Artificial Intelligence Insights, Experts, and Opinion
"And is studying research papers. And they even Cody themselves you know scrapes to actually Read themselves the papers when they have five minutes. They the summary. The first one of them is that they prepare for existential flexibility. So we're talking about products that are going to change our life. We're talking about products that were change our tomorrow completely or that reinterpret dark concept the foie normal means so they try to have this existential flexibility. It's quite important and final. Says not least they demonstrate. The courage to lead takes courage to lead a project. You don't stop there so lot. Not everything is ambiguous You don't have. Kpi's for most of the ai processes out there you've mentioned methodologies and not running processes. Well we don't have kpi's for some of the useful thing we have. We have some talk. Api's like curiously precision recall so and so forth. but i think you need to have more kpi's driven by specific Technology out there and the market you apply to any need to. You need to dive deeper. And for example for natural language processing every honest. Find to impose some kpi's facebook is trying to bring some kpi's The are tracking towards everyone. Insult doing too. So there's not the a aband- a general Universal band accepted band so everything is being built so when everything is being built have to have the courage to say something and what i've seen The speaker talk who they all have the curse to speak or delete with these sinc- respect and of course trust in each other. So these are the five characteristics. I seem into to everyone that. I've talked to in the space and i think the infinite mindset is one that is correct. We i because something that we're going to build today's gonna beat there for our children and we may not be here tomorrow when we are children. Use it so it's actually important to have this infinite. I find it essential to find the to have the infinite mindset in a project We're going to figure out together by this. Circular economy exchange know-how connections context context and so forth on. What's the best methodology accompany natick. I will tell us what's the best methodology to use the i. projects But i think you know. At the end of the day we have to have the human Non values of leading with an infant mindset Because things are subject to iteration tomorrow we might realize we need to change a process but changing the human values. that's hard to do We for example in we disarm ending this question. We.
"kpi" Discussed on The Main Column
"Avoid dependence individuals now. The most dynamic data updated at frequent intervals are the operating data from the process. Units with continuous change in the feed quality and through puts the unit. The process digital twin needs to be updated at regular intervals. Other inputs can be updated on a monthly or quarterly paces or is updated in other business systems now to build the process digital twin of a unit and for the overall site it's necessary to understand the operating strategies before analyzing the data marginal mechanisms and constraints are identified during indepth technical sessions and validated using the operating data at a later stage a brainstorming session including the process expertise of all participants is used to identify the gaps and opportunities. Kpi's calculated by the process digital twin. Often help identify additional areas of improvement. This is especially true for. Kpi's that are difficult to estimate in that are rarely calculated in normal operation for an example in approach toward equilibrium fractured fractionation deficiencies in flooding disalinisation columns process digital twins validated on a continuous basis to provide an accurate representation of the asset over its full range of operations before deployment additional insights regarding the operating trends can be found in the last few months of data variations of selected. Kpi's during a day week or season also help identify areas that can improve performance of the process unit. All the opportunities identified through the brainstorming session. The preparation of the process digital twin data analysis and model assurance are screened. The opportunities are ranked based on the following criteria. One expected benefits for the opportunity in to investment required and three ease of implementation qualitative analysis rather than quantitative analysis is performed to rank the opportunities based on the qualitative ranking high value. Opportunities are selected. These opportunities are pursued. Further for detailed. Techno economic analysis using the process digital twin is the main key evaluation tool the opportunities are implemented and benefits are proved through a controlled test ron and demonstrated with the change of the kpi's to sustain benefits from the implemented opportunities selected margin improvement indicators or in my eyes are also configured in the process digital twin. Ma is indicate the gainer loss of margin associated with specific opportunities. The impact of 'em is is calculated using the process digital twins ability to understand the complex white benefit calculation monitoring of immi- is ensures that the process engineers and operators continue to optimize benefit from the opportunity deviations from the targets in associated..
"kpi" Discussed on The Official SaaStr Podcast
"They don't actually serve a useful function yet until you add another hundred people. I think everyone has a rage still trying to find mine. But i'm pretty sure. Everyone has a especially in sales which leads to thinking about differentiation of message. It's as you as you differentiate between snp and amok it. It's important to think about how you show up on the way that you speak to your customers right as i said you know need to really understand your reports in their lives right. You probably unimportant until the moment that you cite goes down. You have an outage hack till this fraud or some other terrible thing happens right and at that point you know. I often send us the point. At which i come in is to go speak to accounts in moments of disaster as the cto. I think of myself as the grim re-present desk in some ways. Because you know. I'm going and collecting the chin notice in the worst case scenario but You know that's how you know. That's showing digitally showing up in person. That's the oath anticipating. You wanna bring in differentiation of message between the legion group. The few in the individual is extremely important right. We all see. Tone-deaf product launches the wrong time we'll see tone-deaf notices that customers don't want to hear when dealing with the problem with you. They have some other thing that is going on like hyper. Personalization is a thing that you need to do and communication. It is very very hard to maintain authenticity and mass communication. That is true brand and chew to the way you think. I think it's one of the things that we struggle with the most. I find it interesting a little bit inspiring to go out with a new kind of real enterprise sales people that we hire right you see them adapting the language and the goals and the kpi's of customers that they talking to right. It's it's never about us or technology or anything else about that problems..
Q&A: Should I Share MRR With My Employees?
"My co-founder. And i probably be hiring someone in the near future i hire. I was just wondering when you hired in the past. Would you share financial metrics like m. are with employees or. Would you keep that just between you and your co founder is curious to hear what other people do in this situation. It's a good question davis and think the way i would do. It is the way that i did it with drip to be honest if felt weird to me to not share r. m. r. was was our. Kpi right it was the key performance indicator that drove the business and if mara was growing than the business was successful. I'll say. I mean that was the number one. Of course everything flows out of of mr. I wanna be clear. Obviously happy customers happy employees. There's a bunch of stakeholders but just to boil it down to one number to me. It is immoral. Tell so much about your market share about your enterprise value. If you were to sell the company about how much profit you could potentially have all these things so everything flows from our then. It's right like the lower your turn the faster. Mtr is going to grow and without telling let's see my marketers or my customer success people or even my developers where we were it would have felt weird. I think people will likely if they're working for you and they don't know you're probably think it's a lot more than it is and that can sometimes lead issues in terms of why not getting paid more wire. We so stingy with our amazon hosting or why are we paying more for xyz service. Why don't we have better benefits or whatever versus if they start and it's like yeah. We make thirty grand a month and you can do the math here. There's four of us. We're pretty much at break. Even which is in essence. What i would tell every employee i would hire at drip obviously before we were acquired because once we required we were venture backed essence. But i would tell them you know you're going to learn what are monthly recurring revenue is. I'm gonna let you know that we spend all of that every month sometimes more to grow this company so what i was trying to do is level set. You see that number. That's forty grand sixty grand one hundred grand whatever month that is not going into my personal bank account. This business is in essence. A growth business and growth costs money
How B2B Companies Can Optimize Their Tech Stacks With McGaw.io CEO Dan McGaw
"Won't question. That probably always comes up. I guess i suppose in your line of work. Dan has like why do you think A lot of companies you know they just keep adding on to the tech stack and they just keep getting all this new technology rather than You know i would say probably using less technology and being more effective i. I'm not sure if that's the right on the right way to describe of any thoughts them up. Yeah i mean it's totally true. You know marketing for most marketers is not about being effective right so i wish it was but most marketers are more in this for the shiny objects and so are a lot of business leaders. I hate to say it. But most companies really focused on shiny objects compared to focusing on what is most effective At the end of day we do things because it makes our egos feel good. So that's a really really easy scapegoat there A lot of people get caught up in the hype of this new tool is going to provide these new. Kpi increases and the kind of over believe the salespeople over believe kind of the marketing of that tool and they never really put that tool in the place and instead of solving the problem of getting more value out of a tool they go buy another tool and drink the kool aid again to try to solve their problems. So a lot of it has to do with this new shiny thing. That's going to do this thing. And then there's this new shiny thing that's gonna do this thing. And because at the end of the day they never remember. They have a subscription for that other thing They wind up with a bunch of tools. Mean it's pretty bad But it's usually it has more to do with the fact something shiny. It's going to help me reach my goals but it never does not gonna move on and a lot of these tools is never get used. It's quite surprising to us the amount of adoption. That doesn't get had these companies for these tools. Yeah but that's definitely an interesting point and i. I know that you probably like hard to like. Give an exact figure. But what would you say is a ballpark in terms of like how much money companies spend a year on tools that they may or may not be using it yeah. It's definitely hard to give you a ballpark. Especially because every company is so different but A lot of companies. I mean a lot of companies are spending anywhere between five thousand dollars fifty thousand dollars on their marketing technology. Subscriptions alone So definitely a wide swath there right so but i would probably estimate around twenty percent of all the marketing budget which is going towards technologies and tools twenty percent that is not even being
"kpi" Discussed on Veteran On the Move
"Air force veterans michael basinski from buzzword. The integrated marketing. So michael. you just came out with a book. She's done since your book came out tells so the rule of twenty six. I don't know if we're actually recording video today. But the rule of twenty six right here And i i wrote this book as a quick guide. I've you know as i was growing up as a marketer. I read a lot of marketing books on leadership books how to be in business and i have my favorites out there for sure but when it came to marketing books a kept reading the same thing over and over again and nobody was paying attention to the small to medium sized businesses in the essence of businesses. business owners don't have the time nor the passion to learn digital marketing. They just don't and so. If i'm going to connect with people i need to be to get down to the lowest common denominator that actually move needles move move that revenue needle right and so i was doing some research one day and i ran across this mathematical equation and it was just something that people can't through around and i looked at it. I'm like wait a minute. If i can bring it down. So let me back up. Just a hair. there's place there over sixty eight. Kpi's key performance indicators out there for digital marketing by hub spot like one of the really big social media. Crm folks right mc sixty eight like. Nobody wants to learn that. I don't wanna pay attention to sixty. Kpi's i don't care. It's one of the reasons. I don't work with enterprise. Companies because large corporations they pay attention to those little tiny indicators because they feel it over time it's going to move the ship right 'cause they don't move as fast as small businesses. Do and i'm like that just doesn't work for smb. So i was like. I need to boil this down. So what i've done for my whole career is like how does it boils down to an smb and so the rule. Twenty six came to me in that. I could give three. Kpi's that you could focus laser focus one at a time and while you're going through those three actually double the revenue come from your website. And so the rule twenty six became a white paper and then it it grew in popularity in so i.
"kpi" Discussed on The Voicebot Podcast
"Thank you so much really appreciate short. Okay so we just invited iraq layup directly. What's your comment or question. Thank you thank. You breads to help bring them high t- Well up. I had a question. Because i'm kinda in the same space as you are far behind you but what i have a question regarding. You said that it's important to be realistic about what we can do. What we can promise To the clients to brands and do what what works now so my question is what we can actually promise that this that is interesting for the brand and can be implemented with the with the technology that we have. Now what would you think is works now and will work like in own to Nats a tough question. Because there's like you know if you talk to your clients about kpi's key performance indicators. There's literally i could rattle off a list of one hundred possible. Kpi's and depending on the client in the industry in the use case and the department in the region. It's very it's very different. I mean we are. We're not doing is we're not promising. Any client that voice is going to increase their market share by twenty five percent by this time next year. you know. so we're saying look at voices user interface. Let's outlined a roadmap. Let's deploy experiences. Let's track the analytics. Let's continue improving through iterative. Let's see through iteration. We can improve performance. And then as i said earlier. Let's let's keep adding touch points to our tool belt and say well. This has worked last year. Now we've really improved at this year. So we're not. We're not promising. Any wild improvements in like commerce subscriptions data collection or reach impressions. Were saying let's like test. Kpi's that are important to you and can we prove that we can improve the returns over a period of working together to show that there is the ability to impact your business through this technology So of like a political answer but.
Understanding Lift Reports
"So me amount of had a long history together. We were a part of the founding team of barometric that was acquired by claratyne and still kicking around in the attribution space big fans of theirs as well and matt helped me a lot with my two part series on understanding lift reports because lift reports is an extension of campaign. Attribution are really important right there. The pretty visual at the end of it that can be used to optimize the campaign or honestly for a lot of you out there that hopefully will find value. And it's the type of thing that you send to the brand or you sent your boss to say like hey thumbs up. We did good so you know matt. Let's let's go over a few quick definitions here to make sure everybody's up to speed. So how'd you define attribution in podcasts. Advertising attribution very simply put the act of identifying if podcasts media exposures is driving a conversion or whatever the kpi or key performance indicator is for that particular advertiser cool. So this podcast. We have ads on here and if you know we mentioned like hey checkout pods sites dot com if there's a pixel in here what it's doing it's grabbing your ip address and it's trying to identify as much as they can about that had matched up for the exposure and then there's a pixel in the pod sites website. So when you visit. They're trying to learn as much about your visit there as well. Match at your device crap and try and link to to say the person visit. The website definitely was the person or even the household. More likely that. Listen to the yet right. Exa- exactly right why and what you're describing now is pixel based attribution right. Originally we talk about just general podcasts attribution. I would argue that. Those terms include the. How did you hear about us. Survey the vanity hurrell coupon code and things like that which you know to be very transparent on how we feel about that a pod sites then i would argue everybody else in the the pixel based attribution space feels is that the vast majority of advertisers. It's just not good enough. I know here. A lot of. I would say chatter around this idea of. Hey like seventy five eighty five percent of people that convert actually fill out that. How did you hear about a survey and then the next question is like what do you believe what they said. And that's always my biggest question is if i'm scrolling through the thousand indoor so shows that exists on some of these how did you hear about a surveys is my finger gonna get tired of is gonna stop and click on whatever. Am i going to find a show that i really like that. I want to give the credit and just select and then move on or did i actually hear the add on that show
"kpi" Discussed on #01 - Gestão ou Técnica
"Political scarves bazi company Stocks supersized Out the hitting said you. that's result you'll pick up some is the Particular cities buys a comanche. sequel. We'll see we'll see the burton chiesa think. is above. The foremost sea will become out of stocks before Surveys judy as the bus Johnson saul will survive Puts its dodgy. Nancy santa Firm abi must central review buffalo. Lamberson why did you put views with. But i see sending brooklyn. She's components also they've Match fuzziness sequel. Batman dishonesty in this simone Was across the organization will seek missile mice shortages will be Soya sydney Out of this is all will not mean all and he buys royce april Bigger on a spinning burton. She's simply much twenty two so Chairs without a lot of this is mo from us oi bob was during the design episode argued series so edward in serious. All our should not already be smells his slice. It arm thwarted. Services stopped about an stopped bothering his other A scottish Cbs' chemical heat shoebridge approving cheever steady. Just consult we'll see. The oregon is awesome. He studied estate. Seen those status in new england with the bricky This fall so see on my you will see their headquarters. Chiba yoke Visiting put is always Woke with we're putting chiro Things may still. Should i sit Abbasi okay bike Must cash show loose sports. Burgas seen that is see Also but think it's such a damn thing these emerge america is mired. She bazi come ancient recordable city. Fini galloping is pacifica outthinks stink witchy Things to have easter yellow. think positive. Puerto go sit album gene also. Griffin's tigra Methuselah march import the also fossey's humanize Was appropriate out Affirmative mathematic while hockey We think inc workbenches must wait. Historian cupboards historical. A we think important. She's partic- cafasso But actual yasser you bring thing. Union smells Equities made very that is missile squid semi offer but aimed ucar kissed like banging dramatic domain. Thing i'm gonna ask was do we'll see And there's a the stock. I ingo the this inch brickette as these allies zoological dot Zukas is slow Taking cash just saying among the skull. Hitler sub-regional stand was this May keeping windows easiest thing vs for Permissible under australia's way discipline. You watch march being banned cecilio. You seek When monday through his g. g. guests he's virtue we are. They will be ample your and she kept us from is the little bill was to seal. Brexit attitudes mob mob boss foods..
Becoming Data-Driven The Easy Way
"Let's let's start with a dashboard. Talk to me about why. A dashboard is beneficial absolutely so dashboard. For maybe a little bit of context. I It'll it'll normally represent to your point in the intro. There financial data marketing data also operational data gets in there as well and just of puts everything into this nice little summary so at the end of the day it really helps with time saving and that comes in the form of folks being with understand their numbers a whole lot easier. I'm here will focus on the important. Kpi's key performance indicators and that kind of allows you to spot the problem child that the gold star piece of your business to So everything's on a right in front of you. It's easy to update. Get your whole business and a matter of five minutes and then you can actually use the data driver your strategy from it too so Yeah just looking at it right exactly. You can actually take action from it so okay. So we know what i was reading your bio i said something about visualizing data so what is it about being able to visualize it that that makes it better for the business owner or the business leaders do you took. It's such a good question right. 'cause it's like okay. It's it's the same infiltrate was the benefit. There is a give too little examples. I'll give a presentation on kind of along this subject. Lines actually visualization and things. Like that and i go through really quickly and then a powerpoint slides pressing the button twice rates under skipping through a slide. Maybe half a second. The first thing i show is these big letters that are are big words that are describing an image. So it's like seventy two point font like it's very easy to read jeff half a second to read it
Look for the Hidden Key Performance Indicators
"There's a shift going on and it's been going on for a couple of years but it's really kicking into place now shift in leadership about people the hidden. Kpi and he said well that's not hidden kpi. How many people have habit. How are they doing in mill. I'm not telling you to go get a psychology degree or a sociology degree. But there are things with your people that you have got to focus on. You've got to pick up on betakeren normal daily behaviors when that's a little bit off. Something else is often to key in on that and to check in with your associates in people who work for you or work around you that something is not right and they're not gonna give you their best. They normally would so look for that hidden key performance. Indicator of how your people are
Interview With Gideon Mendels, CEO Of Comet
"We're so excited to have with us today given mendel. Who's the ceo and co founder of comet so high gideon and thank you so much for joining us today jeff million. Hey you're on. Thank you so much for having me. I'm super excited to today. We'd like to start by having you introduce yourself to our listeners. And tell them a little bit about your background and your current role at comment definitely so as you mentioned. I'm the ceo and co founder of comment For the listeners. Who don't know comet provides a self hosted in college based missionary platform essentially on data science teams to track impair explain and optimize experiments models company support some of the biggest and best enterprise machinery teams in healthcare attack media financial services and other industries Her son who actually started maker of software engineer but she sixteen years ago. And i shifted do working on an applied machine learning about seven years ago. I was a grad student whilst work work on speech processing natural language processing after that i had my own start up again in. Nlp space. And after that. I was google Where i was working on deep learning research specifically we were working on detecting hate speech on youtube comments using the malls. Yeah that's that's really a great application. In general for automated systems is very hard for for humans to just manage the mountains of tasks that are needed for moderation. So great use of of a and a great applied use of ai. It's cool that you bring into that so let's sort of bring us into now. I know what you're doing with commented lot of it's helping people make these better models and and iterative battle and manages models so maybe you could tell us a little bit in our listeners. About what are some of the challenges that organizations face today when they're trying to build machine learning models into production That's a great question. And i liked it. Use the word build rather than deploy because from our view comments in working with these like very business focused engineering teams the biggest challenge in getting them. All production isn't the actual deployment or devops problem behind. It's really a building model. That's good enough to justify deployment right so when we think about machine learning it's actually buried their friends. Offer engineering both from a process perspective. The dodgy the tools everything about different machine learning iterative process tres many pitfalls in the way and now whether it's your optimizing for the wrong metric or you're leaking your target or you're just working on a data set. That doesn't have enough signal so eventually it's really comes down to building a model that meets the business. Kpi in most of the teams out there are really struggling with that point Like i mentioned. There's a lot of things that can contribute to that but a big part of it is the lack of processes and tools of doing these things in a safe and a predictable way. you know. it's it's great that you gave that explanation. I know that a lot of companies are now starting to bring their starting to build models and think about how they can incorporate machine learning into their their company. So why is it. Important to have a tool for data scientists and teams to track explain in optimize experiments in models. That's an excellent question. And i think a lot of companies learned that the hard way but really impossible to run a team successfully without a system of record of your work. I mean that's true for most job functions. Not just machine learning. You know whether it's gets hub for after themes or salesforce for cell students hub spot for marketing and so on you really need a central system of records manage these processes and and again like other system records. Another jobs luncheon. Once you have that like. In our case on experiment and a model management platform it provides value to anyone was in walden engineer. Works so whether it's data scientists that's looking to track their experiments compare and understand. Why one models being better than the other is bias or issues with a model through the software engineer that's needs actual binary defer deployment all the way to the manager that wants to track and have visibility of a team progression and eventually maintaining all that institutional knowledge about research experimentation metrics and models within the organization and non people's personal notes for example.
"kpi" Discussed on The Social Hotelier
"These small things can affect the things that are happening in the business by by quite a lot so instead of just making sure that this dust having this perspective of of being responsible for the customer experience totally changes the things. How you doing ed Gleaning staff is doing and that is also that it has to be visible in in in that botch so. When when the cleaning staff is responsible for the customer experience they had to have a little bit more time to make that customer experience in the hotel happened and lawsuits bottle. The company sure that this is being big Situation because most hotels There are of course they have cut down staff anything open now. They're working with the skillet on staffing levels and this has has danger of impacting. The time the staff has an opportunity to to create a relationship with a guest and of course. They'll guess to want to have what they call the prescribed. spend hospitalized. Did they just want to advance. Exactly make sure the hotel gives them what they want. They don't meet anyone but after all there is a relationship building that ugly that the data collection that the staff can have From the guests important. You mentioned about the smart Specific measurable achievable relevant than time hockey. Manage this sounds like a huge us task to do how do how do you do that. It's it's absolutely like like all of this requires hard work and all of this requires that you allocate botches for its So if if you will want to do business onto like a in in a in a proper way then you have to have time also allocated for all this planning and trust defining all your business of course in in finland for example we say that. Well well-planned ease health executed on something like that so we need we are in the mindset. Said the planning a lot of things but it's it's of course about the death of how far you go so at at some point that comes to limit that it doesn't pay anymore to invest in in base of basting but in in in how i vision is not let you have to have these. Kpi's on a different level. So you have to have this mission level. Kpi's and then the strategy lago kpi's and and then the tactic level kpi's and all of these house to form these kind of a pyramid or some kind of network.
"kpi" Discussed on The Minerva PLM TV Podcast Show
"The wolf side off as a phase one with initial law. Farm garage got bigger on the face to became bigger than face. Wanted self so. I suppose the key drive. They are walls. If you can be seen to be delivered basis benefits you'll be encouraged to then carry out. Thus what happened two years ago and i moved atrocities at in some ways within days they the growth and transformation grip are used to be in the transformation. It's very much to save very much. Use the business of the processed data Metrics to identify the problems. Where's the areas of opportunity for improvement. That how can technology best the us to fix some of those businesses and drives value bucket us a quick run through of the loss. Twenty years trying to distill it down to just a few minutes always difficult by how. What did the things. I find particularly interesting about your background. Is that no matter what you've done or what. Your specific role in the company was at the time. One thing has remained constant and that's this idea of continuous process improvement. So whenever you think about the different places the done at work in continuing to do it now in this era of digital transformation. How do you really start. A process improvement haram and workout to building knows downstream knox and figuring out which direction should be going with the technology. That's ultimately going support your new programs people so a supposed david attended picked up the law as it will look the business problems that are coming through from. Kpi's they've been reported at senior management level. It could be The looking at the delays on programs are having quality issues again. All of that type back into your normal business. Kpi's are a good source of information to feed into to drive. Where's the areas where the business wants to spend some effort to try to make some improvements the other aspect of breaking come from as probably the business strategy where they're looking at what competitors are doing. So you've got people like us was automotive. Sector has lows in the having the legacy constraints that other businesses have..
Revision Host Maurice Cherry Interviews Danny Shaw, Director of Digital Design and Branding at Brandshare
"All right. Let's get to the interview this week. I'm talking with danny shaw design educator located in new york city. Let's start the show all right so tell us who you are and what you do all right. Thanks for having me. I'm danny shaw. I'm a design educator. Most of the time also product manager when need to be a project manager as well and at the co- at the end of the day. I'm still a designer multi multi-disciplined design of course across the digital space. Okay how has twenty twenty one been for you so far. Twenty twenty one i mean. What are we with thirteen days. Then will far personally has been fine. You know but just looking at the world around me. You would be hard pressed to say that right but personally has been fine so far. So i'm grateful for that How was last year. I know you know the pandemic really kind of turned everyone's world upside down to some sort away. How did you get the year. Last year was a lot. I think a lot of people was ally of me personally. A lot of personal relationships it greatly impacted things for instance my grandparents who visit my grandparents all the time multiple times throughout the eddie live atlanta. I have not been able to see them. And that's really been a tough pill to swallow on person aside and not being able to see other relatives so that's definitely been hard but then which is probably roundabout way on the professional side. It's it's been probably one of the most busiest of hat professionally. A lot of business in the landscape changes so fast rapidly where the digital acceleration accelerated even more than the pace that it was already at which impacted my inbox in my email. People me up for advice and counsel and job. So it's been a mixed bag is definitely been a mix. Let's focus on work for a minute here. You're the director of digital design and strategy for a company called brand share. What does brands share. Do all right. So shit is e commerce marketing company in for a lot of people who may not be familiar with that concept and idea. We work with a lot of. Cpg burns consumer packaged goods such as emmons but if a lot of the packaging goods that we see on a regular basis as consumers so we work with these companies in regards to the marketing strategy. Introducing them to the market gaining insights and data on these new products that's being introduced to the market and we partner with them on their strategy and execution and how the scale they are offering to the audience at large in a nutshell. It comes across multiple channels digital in person shipping. We do a lot of experts. You things as well so Touch on a lot of areas with these brands trying to get as far as being the partner between the brands and these new products. That's trying to the market. In services and reaching that specific audience that the china targeting reach for their respective products. How did you first get started there at the time. I was transitioning from a position that i was working. At in north carolina as product manager and at the time there was some organizational changes. And i was looking in north carolina and and doing that and just going back and forth between new york and chronic to get my fares in order and iran ran to the person who became my manager So we just ran into each other. We used to work in the past at time. inca essence. She just told me she was working there. She was she just started. She was trying to build a team. She was looking for some freelance designers and asked me if i would be open to discuss it and i i'm open to discussing. I was just transitioned from the last role and said hey you know this might be something of interest for me. While i'm transitioning to china figure out the next and then it just happened to work out. Well we worked well together. I've worked with the rest of the team. And i'm working on the designs and floor the digital initiatives and then it just kind of kept going from there into full-time role and then may stand with the company and so forth. What does the team. Makeup look like autumn. Agean you've got designers because you mentioned design but do you work with so i work with everybody. We work with everybody. So i have Outside of me to other designers on my team i work with the vp of marketing. A record the bp digital. We're we're not. We're about fifty. I'll not that big. So we're about fifty person staff based in new york and of pennsylvania so i pretty much everybody to chairman of the company as well That the president. It really depends on the project. What's what needs to be done. You get to intimate environment. So i kind of get to work with everybody account managers and so forth as well now given that the company sizes is so small like what's a typical daylight now because i would imagine you all are not able to get together in an in an office or you now while the pennsylvania offices so they are all the way the to set up a lot of the new york office we are. We're all remote right to be clear. And we were based in midtown manhattan midtown manhattan but The pa office depending on the circumstances on what might be needed. Maybe like a photo shoot or something like that. Some members still going to office but for the most part is still pretty much remote as well. So yeah but a typical day. Nowadays is really. Just you know looking at Obviously out calendar in the before just trying to coordinate on the bear. Risk projects and initiatives looking at tickets. You know gotta look at these tickets to see what's to was the status of status meetings just to kind of make sure that we're on track with a lot of things calls a foul benders looking at roadmap. There's a lot of. I would say a lot of time. Put was president planning a lot more so than in the past so so to speak. It really varies. I really wouldn't even know what to say. What did with low but my on a log. I'm pretty much aware of what my day is already gonna look like just because i leave when i log out. I just see what. I have lined up for the next day. So usually it's a mix between meetings. Some our collaborate with the design team once needed as well as account manager for any new requests checking on the status of ongoing projects as well touching base with the vp of digital. For any other items. That might be down the line sometimes. I am checking in with some of our dev engineers team on the status of things as managing few about digital initiatives and ecommerce sites. Yeah it really ranges mountain towns. I'm looking at analytics in number. Metrics is to see if you know some insights in in regards to the strategy. And make sure we're on pace. We're doing the right thing. There's room for improvement in always looking for some wounds improvements as well so it really varies. Throughout the day. Monday tuesday could be two completely different. Days does sound like a lot. Yes it's it's cool but yeah it can vary a lot. Have you had to adopt any sort of new like strategies or workflows over the past year. Yeah sure well. They tend to crack jokes on me. Because i am like the uae. Try to organize one. You know being a project manager and in the past and project management roles a really try to align and keep things as organiz as feasibly possible. So i think i've definitely had been allowed strong advocate for that. Not just for myself but across the team especially during kobe right so that one thing that be really just had to really make adjustments for the communication on big on communication. I think a lot of not just designed problems. I think a lot of problems in general could be resolved if we communicate elopement so readily had to be strategic in how we communicate and open up communications to help foster solutions especially now that we're not all in this together we can't just walk over to someone and so forth so the communication was definitely gonna be safe there and also iguanas when everything for his hidden in in the world changed right before. Is i do think aloud people kind of know what to do right. So we worked in mit working past normal times and things like that and i think for me was at a place where it had to be diligent about. Okay shut off. There's only so much you can do. And i think not just for me. A lot of people had to make that adjustment as well with the state of the world. Yeah i know a lot of think. It was last year right around the time that the that the pandemic happened. Or the the lockdown started to happen. I was talking with a lotta people for the show who they had either just started a new job in like now it's day for and their mentor. Work from home continually or they're having a tough time to transition from being in the office to now having to sort of work in this synchronous sort of fashion right. And i will say to me. Just because i've had roles in the past where i've worked remote merola north carolina. It was a big remote work environment. Culture prior i would go into the office but it was nothing to see a member who was working remote that day for various reasons. It was very flexible. People have kids people have health issues. We worked with teams across the country. Kind of remote teams across the country engineer so it was never never felt like everybody had to be all his so for me. I was comfortable already transitioned into a more remote environment but this has been the most. I don't know if this is the most remote. I just to show. Has there been like one thing that you've gotten that's really helped you make that adjustment pretty. Well bob meditated. On is i. I really got into a meditation a bit more. Just read different philosophies at least for me just trying to make sense of everything that was going on you know i. I don't have the head. Space is the head. Space app was very very helpful. Helped me sleep more consistently in and things like that. We all just trying to figure out what works for us right. I didn't feel i needed. I wasn't really looking for anything. I was going to make me a better employee anyway. On it I think i was more concerned with was going to help me maintain some schmidt to help during all this time. Yeah so like when it comes to working on a new project or with a new client. What does that creative process look like with you being the director strategy. I know you've got the team under you. What does that sort of process look like from start to finish well. It really varies. Because the relationship that we have with declines it changes in some cases we are more or less facilitators and creative may already common just working on a strategy how to execute it for them and what are the proper market in digital media channels so to speak and then other times. We are developing in design in house. And when that happens of course that's when the standard procedures. What's what's the goal was the objectives. What are we trying to achieve was the demographics that research behind it first before we start opening programs right trying to get an understanding of what the client needs. What goes let's the. Kpi was the measurement of success prior to all of that and then basically looking at our offerings the now tools and resources to see how we can best executed across the board. It may not always be digital 'execution it might be exponential execution might be Just some inserts in getting them the scanty oracle's taken you know micro sites and things like that might be a newsletter campaigns and stuff like that so it does vary but i think we start each project just trying to warn just get an understanding of what are the key goals and objectives and. How do we facilitate that. That making sure that we have the right information to go about executing properly across creative across strategy and course execution as well
Preparing for Core Web Vitals with Kathy Brown & Karl Kleinschmidt
"Kathy let me start off with you. Gimme the update in the lay of the land. Where do we stand in terms of the out of core web vitals. So you got it exactly right. We are anticipating that the core web vitals will roll out in may twenty twenty one. And it's going to be part of the larger page. Experience ranking factor that ragging factor includes lots of other ranking factors. That are already employ such as https mobile friendly and penalizing intrusive ads in mobile. But what's new is the core web vitals of course so most of our clients are busy looking at their google search console. Report to see what. Google is telling them the corwin i need to focus on and make better and yeah we're just waiting to make better and waiting for the rollout in may so interesting to me about core web vitals. It is really the start of google talking a little bit about what their ranking factors are not specifically from a content ranking but from a technical perspective when we think about what core web vital actually are. Help me break down the difference between the core web vitals. We're talking a lot of detail about what each individual acronym means but overall what our core web vitals. What's the utility for them. Yeah the other thing. I wanted to mention is. It's kind of unusual for google to pre-announce changes. I mean usually we have these four updates or changes at gonna get just roll out or we don't get a lot of notice about the with the vitals we've gotten almost a year's advance notice or where vital so that may give you a clue on how important google thinks. These are the core web vitals. As i mentioned are part of an aggregate raqi factor called page experience. And one thing. I think is kind of interesting as we know. Google has been telling us like you need. Make your pages more performance. They need to be faster. A lot of people listening to this podcast probably know about sap which is the first content full paint so you need to get something on the screen fast or your user will abandon your side and never come back. What i find interesting about. Page experience in the core web vitals is that it's not just about speed it's also about. The experience of the page. Does the page jump around. Does the page respond input and in fact. That is the three core web vitals. There's largest tempur paint which is a measure of one. Something meaningful appears on page. There's f. i d. Which is i input delay. And that's a measure of how quickly the page response to any input. Like a click. Or scroll and then finally we have cunard layout shift which is a measure of how much the page jumps around as rendering. So it's almost like a more holistic view of the page experience and not just about speed but it's also about having pleasing experience as you get the page loaded and interact with it. I think it's also important to say that a lot of your user experience and or technical staff of bharati heard of these terms in the past and maybe are already tracking them before this was announced. But there's a lot of little intricacy to worry about with how google is calculating them that you wanna be careful to take into consideration so that you don't rely on non google definitions of those terms one of the things that i took away from some of google's announcements last year and the rollout of core web vitals that they are actually talking about what their ranking factors are. Carl as you mention. Google is essentially assigning values to how they're figuring out what they consider to be a good page experience. It's one of the most important ranking factors that at least they've publicly stated and there's https and some of the security protocols and some of the other things that google on the technical side of said. This is how we evaluate pages. Kathy you also mentioned that. Normally they don't give us an advance notification of when something is rolling out normally they roll it out and then tell us to me the separation of church and state here is when it's a content ranking factor. How do we figure out whether something is relevant to the audience. We're going to do it and then tell you when it is a tactical ranking factor. They give us a little bit more notice so that brings us to the conversation about making the business case. What the business. Impact of the rollout of core web vitals. We know that some of our clients are having a pretty easy time of getting the organization to focus on some of these court web vitals and with some of other clients or some other organizations. We've talked to. They've had to beat the drums a little bit to get upper management or other departments to really pay attention because it takes a while to really diagnose problems with your poor web vitals not like updating a title tag. It's definitely more involved than that. When i think core web vitals. I know it's kind of in the seo bucket because google made the announcement and it definitely is going to impact your ranking. But it really shouldn't be thought of just benefiting seo a pleasing page experience at loads quickly response to input and doesn't visually jump around is good for everything. It's good for your conversions. It's good for your bounce rate. And if i'm in an oral at have to help make the case for allocating the appropriate vestment for working core web vitals. Those are the arguments. I would make and google's actually published quite a bit of studies as well as some of the science had behind the four webb vitals. One of the comments. I'm going to quote this directly out of the google article. We found that when a site needs the above thresholds in these thresholds. They given us for the poor web. Vitals users are twenty four percent less likely to abandon page loads by leaving the page before any content has been painted. So it's just not an seo thing to be good for your conversions. It's going to be good for people not abandoning shopping hearts. So i think that's the business case you really need to make mean yes. Of course we all want higher rankings but it is all about making the experience so good that all your other core. Kpi's are gonna benefit as well. And i think if you have a department they're gonna be your best friends in selling the impact of it. They're going to have very very similar goals to what you want to accomplish. So i would definitely get together with them to make sure that you explained from an seo perspective and most of the time they're going to agree with you and that you can join forces to sell it. I think the business impact here is. There are potential ranking impacts. That are going to be significant. That google has said a year in advance. These are the metrics that were going to be evaluating for some of our technical ranking factors. If this was not important. Google would not have given us so much. Lead time to be able to optimize our site for these metrics. They pulled his was going to happen. They provided the metrics. And now they're actually giving a general sense of the timeline of when it's going to roll out my feeling is that this is gonna be something that will heavily impact. Seo performance. I think that the case that you to have mentioned is hey. This is good for the overall experience. This is going to impact business performance and we should take it seriously because google has given the search community a long time a long leash a lot of leeway to be able to implement changes to optimize towards these metrics. Am i wrong to think that this is going to be a big deal when it rolls out of any sense of the type of impact that core web vitals might have when it actually comes alive to market well. Of course the big hundred thousand dollar question is how much impact will either good or poor core. We're vitals. i think it's important to just make the point. That content is still important. I mean if you're pages not a great match for the searcher intent and it doesn't satisfy the surge even if you have great core web vitals you still going to struggle but there are plenty of market and niches especially like an ecommerce where the differentiation between the different pages is not that big and at that point. Google's got to pick someone to rank in position one and if most the pages are just product pages and they're kind of similar you can bat that four by bills will have an impact on who makes it into position one.
Business Lessons with Michael Teoh
"Michael is served fortune. Five hundred companies across forty one countries. Michael take a minute and filling for the tidbits about your law. Thank you so much andrew into all of you listening to this podcast and watching our interview right now lonzo doctrine that's a piece greeting from where i'm from kuala lumpur malaysia nestled in the heart of asia. Just in between singapore and thailand. A little bit tidbit about me is that i'm very grateful. Where during one of my productivity trainings. That i deliver to leaders around the world. It happened in malaysia. On one fine day. Web president barack obama actually visited my training. The president came for half an hour and it left me pleasantly surprised. Though i was shocked and i didn't know what to say for the next one minute. It was an awkward silence but the president gave his signal that i could carry on and then i carried the session on for the next thirty minutes and then the president came up took the stage gave his speech and we had a great time to connect with each other he gave a very very kind testimonial to the work that i was doing for the valla people because at the end of the day andrew really. I believe it's people like us many hardworking people out there watching this interview right now. Who's listening in. We are the ones that make the world goes round. We are the ones that put food on the table and we are the ones that really the movers and shakers many of us unsung heroes again. Thank you again andrew. And that's one of the reasons why i wanted. I was so excited to agree to be given this opportunity even to appear on your show again. Thank you andrew fantastic. You know. it's an interesting thing. Michael that as a financial guy. A lotta times. I spent my and i've spent my years during the performance of companies. And you know what. I've come to learn over. The years is that financial success has to do with two things number one the leader of the company if it's a bad leader in a bad direction that they choose. It's very hard to have strong. Financial success true so number one is the leader and the number two thing. is that what i've learned. In my opinion you don't need superstars. You need good qualified people but what you need is coordination amongst the management team. That's if you have a good leader and coordination amongst the land management team. That is the secret sauce. And so for all those people listening out there. If you think you're gonna find it in a financial statement. It's not there. Because remember as i always teach in my teaching of people in management i always say and particularly to my finance students finance adds no value. And what i mean by that is that finance is a mirror it is a reflection it is a way. It is a feedback mechanism for management team to judge the impact of their decisions. So i like people to understand particularly financial people. I know a lot of financial friends. Listen to this podcast. I want financial. People always keep in mind. That finance is a supporting function. Just as much as human resources and others and if you go into business only with a focus on finance you'll never get there but if you go into business with focus on management leadership strategy in building a team. That works together. It's unstoppable spot on andrew spa and also. I think you know the other thing about i. I often say to small and medium-sized businesses. Never fear giant businesses. Yeah they are so messed up. They can't easily coordinate. The activities of their management team and of the different business units a very difficult thing to do and they've also fallen prey to the the idea of. Kpi's in the sense that everybody has a key performance indicators that they're pushing and all the sudden you have everybody working hard in their own area but few people thinking about how to coordinate that effort and that's why the coordination of the management team is what really can said a small medium sized business apart and make an impact anyways. Those are those. What's your i mean. You've you've done a lot with large as well as small and medium-sized businesses. What are some of the takeaways. Let's just say there's there's listeners here to do have small and medium-sized businesses. What are some of the things that you've learned over the years. I believe one of the things. Andrew that i've just had the fortune to work with is with fortune. Five hundred companies as you mentioned across forty one countries and i agree with you spot on and you mentioned some of these large companies. They have a lot of challenges when they're not coordinated or even if the global headquarters is shoes a directive but when it comes to a localization part if they do not work or respect local partners to work with it doesn't work and one thing i find having coach one hundred fifty. Sme's during this pandemic because it is during this time where truth be told andrew if you would ask me. Is it my first preference to work with sms. Truth be told. It's not reason being because during this pandemic when it hit malaysia we ran into a lot now immediately all out. Huge corporate clients decided to freeze training. Funds decided to freeze employees development funds. And i realized that s my business was suffering yet. I didn't wanna give up so what i felt was. Hey if the big boys or the big corporates are not able to pay me. Where else can i bring my company. Where else can pivot. And where else can i add tremendous value. Because i'm a believer if you wanna get paid in. Whatever you're doing do not ask us of what people could give you but instead ask what you can give people so i started asking myself. What value can i give. And that was. When i realized that a lot of sme's struggling they were shutting down. And then i realized that. I coach i train. I guide a lot of bit. Corporates on sales marketing on how to happen entrepreneurial jal thinking and i thought i'm just going to bring all this formula that i've learned from all these big companies and i'm going to localize it personalized to sme's and that was how we help them generate five to six figures revenue during the time when everyone was closing shop independent lockdown that hit malaysia. And then people heard about us across the region and that was how we got invited across south east asia and part of the united states to do trainings consulting and even some mentoring virtually. But if you were to ask me what i really respect from. Sme's that were willing to at least fight. During this pandemic is their willingness that openness to be jal and to be nimble and to assure a-team that things are going to be uncertain. They're going to be uncertain if physician change of a drop of a hat. They must have be emotional audacity the strength to cope with it and to just have that faith that better things will come
Piyanka Jain On How To Growth Hack Using Data
"Hello welcome everybody. Thanks for joining me. My name is guide today. I'm gonna teach you how you can use attacking to grow your own business. So before i start how you can use growth hacking. Let me start by describing or explaining what growth hacking is. And for that. I'm gonna read an exit from my book behind good decision. So he goes growth hacking discipline within organization with the senior focus of driving. Scalable growth. Hacking team typically consists of product development design analytics and marketing and it uses a pole strategy to attract customers that is the include engagement driving experiences within the product by understanding uses motivation behavior and provide immediate value to engage customers. What's his the traditional margin approach of marketing department reaching each customers after the broad theme has This again is expected from my book behind a good decision for those who are interested. So you guys thinking some of you. Maybe you have a million dollar business. You have a few team members in your thinking okay. You're talking about a multidisciplinary approach with broader development design analytics marketing and his team of three or team of one. And nobody's folks at what we are trying to. What would this is trying to say. Is that essentially. The growth hacking needs input from different aspects of business so it needs a product in the design put. It needs analytics. Marketing put and it can be done by that same person. And i'll show you. What are the key components of attacking so therefore key competence of growth hockey. Go through one by one by one. And isaac go toward that also a showcase this with an example from facebook. How facebook did that so the forest competent of growth hacking is a must have product so fullest. You need a product or service that is currently able to engage majority of your. You must already coming to your side and that is your based products and so much. You must understand so growth hacking chicken. Take you you cannot take you from zero to ten it. Can you know if you already have on. You already. Taken your your your website. You have someone gives you. You already have your water to take an exhibit. One wrote hacking bake you from one to ten and so that is the kind of exponential growth if you do it systematically can be enabled. So what does it mean so you. For example for your product you already have a product or service that is you know that that that your end users are quite enjoying and they're coming back for your side That is your must have products. The second competent of growth hacking is undestand must have experiences. What does that mean. So you need to understand your most Engaged consumer and through research analysis figured out what their needs are what they love their side and you know and so this would include finding girls drivers you know for example things that uses do which engages them we use a framework call. Three questions to be going through. This will rock lines or teach our We teach Through courses entrepreneurs like you of how do you. How do you understand how you unravel the growth drivers for your own business. And that's called tricky questions. Famous miss by the way framework is also dead book behind every good decisions for those of few interested in the book is available on amazon and other places and the chapter you're looking for is under leadership section. It's called tricky questions book. So what essentially the key questions framework is is the three pillars three key questions. You ask the first question. You ask your a day business. How am i doing and through asking this question. You define the defining the key metrics with which you're to measure the success of your business. You know the top. Kpi's the second question to ask. What are my business. Diva's dynamics what drives on doing that. You answered by what for your assists and these will help you unravel the key drivers for your business. For example if y'all measurement you know how you doing By growth and profitable. Maybe a bit then the drivers of business you know. Maybe it's an acquisition strategy. Maybe it's engine started so you'll you'll need to figure out your own business and third competent off or the third party. The third part of the third key question is who my customers. How language so once you're used this approach this'll help you 'unravel the must have experienced. That is the driver for example for for facebook. What they found was that point when they suppose that was voted five million customers already out when they established us. What being both hacking
Being a one-man-band in business
"It so if folks want to check out what you're working on. Its use slingshot dot com and your h one is your easiest swag campaign. ever quality branded swag accustomed. merchandise store for employees fans and worldwide fulfillment. And where you stand now. You're the only employee you're single founder. And you do. Have you told me many contractors. Who are doing design or development or fulfillment or just filling in gaps can't handle on a day-to-day basis as founder. Do you wanna give folks an idea of where the business stands whether you are willing to to share revenue just some type of size to give an idea of the stage you launched it. It is december of two thousand twenty and you launched january. So it's about a year old. But i'm guessing you had worked on it for quite a bit before. Then go on that at all. Basically twenty nineteen when i launch it actually. The january first is almost two years. Got yeah totally different model. That was working pretty well. We had about ten clients on that model was month the month. It was neat. Swag story giveaway points and you can kind of transfer those points in to like. Hey he did something. Great there was a kpi or a birthday or start date. I'm really fun. But we knew it was one of the things that wasn't a requirement at a company. They'll still trying to build that really fine. Product market fit for the necessity. And it's hard to do and kobe and march and so when that hit this year every single person quit except for one. We're still trying to build up that market and find out what that was. And since then i've met with a really smart people since then that helped me kind of guide my way to the troop paddock market. That we now have an awesome platform that had of now. We're gonna hit around two hundred thousand by the end of this year and revenue. I saw him the only employee. And i'm wearing billion hatchets. My wife knows and other than that. I am able to really export and pay premium. People don't actually physically. No but i paid for you know fulfillment and some warehouse and now i pay people for marketing and down the building new product releases but allowed me to really focus on sales client relationships etc. So we're doing really well. It's a totally different changements. Still in the same vein that we are giving away grape swag to people deserve it and that's the thing is is your background is in design and you x and if folks want to check you out dribble you've john howard is your username and you actually started an agency called black airplane which is at black airplane dot com that you exited about four or five years ago and he sold it to someone who could who could level it up but i mean the logos on the homepage of that are coca cola. Mcdonald's home depot the weather channel. So i mean those were. I'm assuming clients many clients that you closed right so are you. Are you the double threat of an amazing designer and also an enterprise sales person. That'd be a little braggadocious for me. But i appreciate i think really look at things more for user experience side. And that's what he has given me. An ability always wanted to start a business. I think that was my first love. I lost my job at an agency. That i worked at and kind of forced me into. Hey why not start an agency love business and you love doing design work. That was the kind of love story there. And because of that. I put all of my effort into making that happen. That was black airplane. I did not do any development. There was just a dying we ended up working with some really amazing clydes that you mentioned some of those cola being one of the most recognizable here in atlanta. And because of that. I kind of handed that off at one point that i really wanted to go build a product company especially working with products all the time and people who are doing products and keeps you energized. And i handed off people much more formidable to me to building an agency building that up and they're just doing a tremendous job now and they made it now the full gamut of design and development. So it's really grown. it's blown up. I think eighteen people now. And when i left it was two people and we had eight contractors so big change for you. That's that's cool to know when to hand something off and you know when to let it kind of take wings and give it to someone who perhaps can can take it to that next level if it's not something you want to do. I'm curious then. So you were running this agency. The description on the home pages were a digital product design and development firm in woodstock georgia and we're on a mission to make sure no digital experience gets left behind. You obviously have the chops weather. Your own design skills or through the network of contractors or employees that you worked with to build full on digital products web and mobile whatever. Why start something. A physical component basically a swag not a swag shop. It's it's a. You started a product that allows other brands to launch their own swag campaigns or swag shops versus just going building a suffer product. A sass or whatever because you obviously have the skill and the experience to do that. Yeah and i. I've done that before If i could show my rap sheet of how many things have failed might give you a long list done a lot that they they made minor successes here and there. But i've learned a lot along the way. I'm really fascinated with physical and kind of marrying digital world to a physical product. And i think i've really been obsessed with that for a long time and we'll be excited about it was at Black airplane we didn't slap and i don't know how the slagle it's now there but it's always been great. Slept our websites and name to we're about on people swag. We just gave them really great swag every single time. People would brag on that we had. I used to joke that people would wear the black airplane swag out to the park or on a date they would rip the sleeves off and there and cut grass with it. You know. it wasn't one of those types of shirts that you hated or hats or whatever really nice stuff and i saw. The people got really excited about that and there was a neat. And i'm really obsessed with your experience i wanted to build. This product platform had married that experience of getting something from an employee your colleague or boss and in receiving that in your hand and physically seeing that side of things as well so i got
Quick Tip: How to Scale Your Facebook/IG Ads in 2021
"In this quick to episode. I want to share with you. How i look at scaling facebook and instagram mats. And there's some new things not really new things but different approaches that we found to be working really really well and what you will find out if you have been listening for a while or in any of my programs accelerator or ot or what have you. Then you know. A lot of the stuff is is the same rate but a lot of people don't want to do the work that when it comes to scaling now people just wanna pour more money into it. Add more budget which is a effective way to scale. However that's just one small piece of scaling your facebook instagram ads right. And so today. I wanna break down how i look at and i recommend that you look at scaling your facebook and instagram ads in two thousand twenty one. Twenty twenty one okay. I don't know why the two thousand twenty one twenty twenty one all right and the first thing that you have to understand when it comes to scaling. Your ads is this is about patients. This is about testing and experimenting and trying different things out. You've got to be patient. This is where the mindset part comes in and this is where knowing your numbers. Hopefully you know by. Now i'm a numbers guy. I'm not a techie guy. I'm a numbers guy. And it's all numbers right. I had a call this morning. I had a my monthly coaching call with With me with the ot members off to optimize members and one of the conversations. That came up. Was if you're not doing well if you've ever evergreen funnel going in. Sales are down week over week. Like what does that mean about. You means like am eight. Am i not get it. What i do know means nothing about you unless the meaning that you give it if you if you look those numbers and say oh. They're not very good. I don't know i'm doing. I'm not a smart marketer. I'm not a funnels person. I'm not. I should be give up. No we don't want to make that. We don't wanna make that give things like that the meaning a meaning. It just means that it gives you direction on what to look at it. Just numbers data the data is allowing you to dictate what moves you need to make in order to start making improvements or double down on what's working etc and so when you're scaling your ads. That's what this is about. That's what it's about testing. It's about being patient and experimenting and trying things and tracking the numbers. So you know what's working and what's not working okay. Now when you think about scaling you have to. The first thing you need to realize is well at what point should quote unquote. You start thinking about scaling. Okay so number. One the way i look at it. And what recommend for you after your ads have been running for at least three days or three days from when you made your last edit to your assets okay so at least three to five days then you can start looking at all right whether i should scale so this is where the optimization comes in. This is where you start making changes to your ads whether you are looking to improve. What's not working or you're looking to scale. What is working okay. So that's the that's the first thing is don't think about scaling any of your ads until they've been running for at least three to five days. That's number one. The second thing is if your lead cost is in line with your kpi your key performance indicator if you're lead goal cost is saying whatever six dollars and you're getting three dollar leads okay. We're onto something here now. Remember if you're tracking sales that's really what's most important your cost per sale but i realized that most people listening most are not quite at that point where you're tracking a sale but if you are though if your ads are at least two x profitable right so if you're spending one hundred dollars and then you're making two hundred dollars. Then you want to be definitely looking at scaling at the rest of your stats are really good. Like your conversion rate and the landing page cetera. Your link click through rate if your overall performance of your ads are doing well then you want us to think about scaling now. The initial sat that we're looking at. Is your lead cost. What's your cost per lead. Your cost results is the same thing when you're doing conversions as your objective. Ideally though you're looking at sales like what does it cost me to get a sale and then you're scaling from there okay and so if you are not sure of what your lead cost. Kpi should be meaning your goal your key performance indicator then i want you to think about reverse engineering your launch funnel and. I'm gonna do a whole different episode quick to episode about that exact topic. So if you've been launching a while you're gonna know roughly what cost per lead that you've been getting right and so did that cost per lead work for you during the launch. If it didn't okay what needs to change if it did awesome and especially if you've been launching a while you now have a benchmark on your lead cost because that's going to give you information towards and going to inform your earnings per lead so your earnings per lead is total revenue divided by the number of registrants that you had for your launch. So let's just say that your earnings police fifty dollars and your cost per lead for that launch was ten dollars. Well your cost per lead your to get somebody into your launch with ten dollars. Your earnings per each one of those leads was fifty dollars. That's a nice delta between those two right. If you've done three launches while you start to look at averages on your cost per lead and then earnings per lead and that starts to inform you wanna do to scale next time. Okay or if you've got you know if you're doing evergreen lead magnets or something like that. That's what you want to try to figure out what is your benchmark. What does it cost. You need to eventually get a sale. So that's what you want to start thinking about before you even start scaling okay. Is it even worth you scaling. Should you be scaling and thinking about those things. In order to make that determination
How to Lead with Practicality
"I- Melody Harm from Yahoo Finance and I'm so excited to be speaking with Gary Banner Truck. Today. Thanks for joining a scary. Thank you melody. The theme of this year's Am SS road to recovery. Tell us what you're seeing veer media. Your focus has always been on innovative experiential marketing of course that has sort of been thrown out the window to a certain extent Tell us how you've been able to give it. During time, it's really funny. The way you've been structured that I totally get the positioning of us being innovative or disruptive or things that nature. But in actual business meetings with big and small brands I've always clarified kind of my persona or like the vibe around us. I've always said look people think that were innovating. I think more practical I. think that most people talk about today in a very confused way most companies really put yesterday on a pedestal what used to work and they think of today as the future, but it's actually today. So ironically is thought we were practical versus disruptive or innovative. So to your point in the way you set that up. We were never doing vr a are like the things I talk about what consumers are actually doing now like I think we can all agree that consumers give their attention to this device. and. So when we're doing media and creative in these channels and Ott facebook instagram, Youtube, Tiktok, whatever they may be linked in for B. Two B. Companies. We think it's practical. We think it's underpriced no different than that to Yahoo, and early there's a yahoo that ad product Yahoo Google ads like Yahoo ads that was driver for my family's business in ninety, nine, two, thousand, two, thousand, one, two, thousand people thought Yahoo ads was so futuristic but if you were doing them, you knew they were practical you were doing business. So what's actually happened for us is people have thrown out yesterday. And Have Opened Their Eyes Today Aka the biggest brands in the world that we work with. A starting to understand paying six hundred thousand dollars for production to run on television. Might not be the best use of their money and have leaned into e COM. And content and media being together in digital channels to drive business results, and this has been the greatest era of CMO's and real marketing individuals at the highest levels becoming more practical and practitioners. So we're seeing a lot of growth to be frank. And we're seeing people finally have the You know I was reading about this on Yahoo or Wall Street Journal or Ad Age, but I never took it seriously because I put yesterday on a pedestal. And now I actually see what you meant I can't believe facebook ads and creative can drive my business so much. So we're seeing a big seachange in Madison Avenue. And even start a planned to a degree and and obviously we're excited about it from our perspective. Ran We see this wide divergence when we look at the industry, right that are actually sending those ad dollars even if they're rejecting their budgets of course, retail financial services are two of the top senders. When you look at even the growth that's happening twenty twenty. How are you seeing that manifest in your business? Are there any particular bright spots that you can call out or perhaps laggards in the face? Overall? The the bright spots for me are. I can't believe how many whether it's craft or proctor pepsico the conversations I'm having where the actual sales data. is becoming the KPI, not the internal A. Or. Nielsen Brand Studies. So. You, know. I. Actually see a lot of if we're very heavy CPG we're heavy financial services as chases client like. We're seeing we weren't. We weren't in airlines or hotels like we got lucky is the only word I can use our client mix was. Berry. Benefited by Govan to be honest in the short term. In that timeframe because they're worried about supply chain to be honest, right our clients are much more worried about making more of their stuff than anything else. I think it's just affirmation of my prior statement which is. The bright spots or the advancements are as following. We are seeing bigger allocation to marketing because we finally got clients to measure on how well they're doing on Amazon dot com or proving to them that we're moving product at Kroger or Walmart or Home Depot. So what's happening investing more because the debate went out the window because they weren't lazy with their money because nobody can do TV productions. So you're seeing the real world of haves and have nots. The industries that were most affected are obviously in trouble more so than others and the industries that most benefited from it food necessities. Were unable to spend their marketing money. The way they're they're accustomed to. Meanwhile what was happening was the way they were accustomed to big productions on TV and then doing matching luggage to that TV spot on digital was for the last decade wrong or at least wildly overpriced.
How to Evaluate Your Employees
"Now evaluating your team members, it's like playing a sport or game without keeping score, and then once a year or once a quarter. You just reveal the score to the team members eight. By the way you're winning by the way you're losing it's like they are unaware of how they're progressing in other doing and what they're being scored by the sounds like Zany game right like you don't know how to score or how to win and you don't even know if you're winning or losing until some arbitrary or reoccurring date, and by that time, it's kind of too late to course correct and to be quite honest this is really unfair unfair to the employee unfair to the actual business because you're not really getting the best out of them, you're not allowing them to do their best. This is why having an evaluation system. Four team members is really important. So we're GONNA make it very, very simple. First thing we're GONNA do is we're going to explain an online to each employee, each department, what winning looks like, and that is done by setting a set of KPI key performance indicators. What are the main things they have to do in order for them to be doing their job properly I'm going to give you an example somebody who is a digital marketer on your team. They might have a few responsibilities and let's just name say they have four responsibilities. The first responsibility is running paid at facebook and Google ads. Let's say the second responsibility is tracking and increasing your website traffic. The third is optimizing all. Your social media and making sure that you are growing your social media platforms and the fourth one is tracking an increasing your website traffic seo. The important thing about each KPI that you set for a team member is you need to say KPI's that are measurable. They can have some sort of gauge whether it's a metric whether it's a number whether it's some sort of score and some people they do like a scale from one to five or something in terms of how well they've done that job. I. Personally. Don't like that I like met not met meaning either they met that KPI or they did not that makes it very clear cut easy to understand and achieve either accomplished that. Or you did not accomplish it. So your job is to take a look at your team members each role in your business you may have three or four roles in your business right now maybe a marketing person, maybe a customer service person, maybe a salesperson may be a manager. The point here is that you're gonNA take each and you're going to outline four big KPI's an under each of them. You'RE GONNA make four clear indicators that they've met that KPI for example, let's say social media is one of the KPI's under they're all have four saying increased followers for all four platforms that were on the sea like it might be twitter facebook instagram linked in the next one would be. Increased engagement from the last time we were evaluated the next one why be mentions the point here is that these are things they can actually track and it breaks down what it means to do a good job with social media. One thing I recommend is as you are creating these KPI's and the sub points under them. The four points under them to reach that KPI you should do this with the team mate that's being evaluated with this evaluation with this. KPI. Metric make it a workshop make it something that you come and agree with together. We both agree that, hey, this is what winning looks like in your position once you've made a document, very simple document and you can really just create a google form. What we do is we say evaluation dates and you could set. That on your own, it depends on how busy you are. It depends on how senior they are in the business but you could do evaluations every three months. So you can do evaluation every six months you can do it once a year but no less than once a year in my opinion,
Cresta: Speech ML for Calls with Zayd Enam
"Welcome back to the show. Thanks Jeffrey it's awesome be back. The last time we spoke you were doing research at Stanford. Tell me about your research and what you came away with from that research. Yeah I was focused on. How do we build machine learning to prove office productivity? So, how can we build tools that help help? People be more effective in the office. And that was that was the predominant thing, instead lot of user studies and built tools and software for different types office work. You eventually came upon this idea of Kresta which is built to incorporate a I into educating customer service workers call. Center, workers, sales, people. Help me. Understand the problem with the call center. The Contacts Center workflow that you identified. Yeah absolutely answer the problem. There is the problem that we see you problem that you see across many different workforce's, and basically the the question is. How do you make everyone as good as your best person? So at any kind of sales team, any kind of these kinds of contact center environments, you have folks that really good and other folks that are new, and maybe looking to sort of gain more experience. So how do you take the expertise of the best people and help everyone performance, level the best person, and so that's one key challenge that's. That's in this space in the second is folks are still spending tons of time tons tons of time doing tedious repetitive things, doing things like filling out forms and salesforce, rather crm's and doing order clicking these kinds of things, and so how can you help automate an abstract way, the repetitive and tedious bits of their work, and so really the two major problems the space. Like how do you help? People be fast at the really tedious bits the work in. How do you help them? Be Good at the bits of the work that really unique. That are really unique and creative to the type of work that they do. That sounds like a really broad domain. What specific subset of that broad domain? Can you focus on develop a product in. Yeah absolutely, so it's very brought domain and it's a very very. Big Idea and so really focused hyper focused on the use case that we have is, we started with basically inbound sales chat, so you have these large sort of sales conversations that occurred over chat, and you have teams of one hundred people to two hundred people for large companies that are selling. telcos or companies that own retail products. And the challenges you have on those teams is that you have some people that will take a conversation in converted three x of somebody else, and what are the doing on conversation? That makes them so much better. And so what we're able to do is go in and look at conversations for the top performers over the last year collect one hundred thousand two million conversations that happened over the last year in identify which conversations led to successful outcomes, so you have and able to identify that this conversation led to the successful outcome and able to identify. What are the behaviors that the person did on the conversation? And then real time able to prompt people, so here's here's what the best person would upset at this point the. With does that gives them the right thing to say at the right point in time, and it really helps them have a better conversation with the customer and really focused conversation better conversation with the customer that leads to better revenue, better conversion, oddly merely better conversation. See Start by identifying the people who are doing something right who are actually having success. Maybe have some KPI. Is that what you're saying? Yeah, so we look at sales outcome for each conversation. Did the conversation result in a sale or did not result in sale? And then that becomes a training signal for us. And once you have that training signal then I guess you need to have this backlog, or you need to have a bunch of data associated with the what might have led to that outcome. Exactly so basically we start in the space of companies that do sales within these twenty minute or thirty minute conversations where the whole sort of conversation is the transaction, so think about if you're sort of reaching out to a retail company and you're looking to buy a kitchen sink, or you're looking to buy a new phone plan, or you're looking to buy sort of accounting software. The context of the conversation contains everything everything about what you're looking to buy. Within that conversation in the rebuilt to prompt prompt salesperson and the support person on what's the best thing to say at each point in the conversation?
Cresta: Speech ML for Calls with Zayd Enam
"Welcome back to the show. Thanks Jeffrey. It's awesome be back. The last time we spoke you were doing research at Stanford. Tell me about your research and what you came away with from that research. Yeah I was focused on. How do we build machine learning to prove office productivity? So. How can we build tools that help help? People be more effective in the office. And that was that was the predominant thing instead of user studies and built tools and software for different types office work. You eventually came upon this idea of Kresta, which is built to incorporate a I into educating customer service workers call. Center workers sales people. Help me. Understand the problem with the call center. The Contacts Center workflow that you identified. Yeah absolutely answer the problem. There is the problem that we see you problem that you see across many different workforce's, and basically the the question is. How do you make everyone as good as your best person? So at any kind of sales team, any kind of these kinds of contact center environments, you have folks that really good and other folks that are new, and maybe looking to sort of gain more experience. So how do you take the expertise of the best people and help everyone performance, level the best person, and so that's one key challenge that's. That's in this space in the second is. Folks are still spending tons of time tons tons of time doing tedious repetitive things, doing things like filling out forms and salesforce, rather crm's and doing order clicking these kinds of things, and so how can you help automate an abstract way, the repetitive and tedious bits of their work, and so really the two major problems the space. Like how do you help? People be fast at the really tedious bits the work in. How do you help them? Be Good at the bits of the work that really unique. That are really unique and creative to the type of work that they do. That sounds like a really broad domain. What specific subset of that broad domain? Can you focus on develop a product in? Yeah absolutely, so it's very brought domain, and it's a very very sort of big idea, and so really focused hyper focused on the use case that we have is. We started with basically inbound sales chat, so you have these large sort of sales conversations that occurred over chat, and you have teams of one hundred people to two hundred people for large companies that are selling. telcos or companies that on retail products. And the challenges you have on those teams is that you have some people that will take a conversation in converted three x of somebody else, and what are the doing on conversation? That makes them so much better. And, so what we're able to do is go in and look at conversations for the top performers over the last year collect one hundred thousand two million conversations that happened over the last year in identify which conversations led to successful outcomes, so you have come and able to identify that this conversation led to the successful outcome and able to identify. What are the behaviors that the person did on the conversation? And then real time able to prompt people, so here's here's what the best person would upset. At this point in the conversation with does that gives them the right thing to say at the right point in time, and it really helps them have a better conversation with the customer and really focused conversation better conversation with the customer that leads to better revenue, better conversion, oddly merely better conversation. See Start by identifying the people who are doing something right, who are actually having success. Maybe have some KPI. Is that what you're saying? Yeah, so we look at sales outcome each conversation did the conversation result in a sale or did not result in sale. And then that becomes a training signal for us. And once you have that training signal then I guess you need to have this backlog or you need to have a bunch of data associated with the what might have led to that outcome. Exactly so basically we start in the space of companies that do sales within these twenty minute or thirty minute conversations where the whole sort of conversation is the transaction, so think about if you're sort of reaching out to a retail company and you're looking to buy a kitchen sink, or you're looking to buy a new phone plan, or you're looking to buy sort of accounting software. The context of the conversation contains everything everything about what you're looking to buy. Within that conversation, and in the rebuilt to prompt prompt salesperson and the support person on what's the best thing to say at each point in the conversation?
I need to make some layoffs. Should I do it slowly or all at once?
"Having to make layoffs in. Your Business is never easy all at times to make these difficult decisions in order to keep our business going now. My advice is always to pay attention to how you make each layoff. How you let go of a team. Member is just as important of win. I wouldn't even say it's more important. Let me explain if you're able to lay off a team member team members with a good amount of warning so they can start planning and looking for another job with some sort of severance package with some sort of pay with some sort of support. Whatever you can do. That's better than waiting and being in a situation where you're leaving them high and dry where it's all of a sudden they have no warning and there is no compensation or any kind of way to allow them to transition into a new job financially so in that regard making Many lay offs at one time is more suitable for the individual team member. I'll explain I was of the opinion. That if you had to make layoffs stagger as much as possible so that way you're only laying off people that you have to Because things can change things can improve so for example instead of laying off ten employees at one time. Maybe you lay off to this week and then three later you lay off three and then you see how things go and maybe another three later. You lay off another three. You get the point and I subscribed to this belief because I thought hey why go of a team that you can hold onto just in case you know. Things changed things improved. And you're able to pay their salaries and I really didn't understand The negative of doing this but there is some pretty big negatives and actually I was convinced of the other argument that it's actually better for Your Business and for the employee to be laid off all in one time. Do the cuts at one shot. Then I was presented this argument By Patrick Campbell. Who's the founder of profit well and it was the first time I kind of saw that perspective and thought I think I need to change my position on this now? The downside of slowly laying off people. Is that your whole team the team. That actually will stay with you. The other people that are in the company that are not being laid off at that time the experience a downward shift a downward mood in your team culture. It's never easy to say goodbye to your teammates. Right especially a layoff because it's not anything in their control. It's not like they're being let go or being fired because performance and that sometimes happens. Sometimes you have to fire somebody. That is a great person and a fun personality and a great team member. But just not cutting the mustard. Rather just not doing what they need to do. to hit their quotas or the hit their their. Kpi's and you need somebody better. That's just the reality of employment right but if you're laid off that's just not their fault Ryan and that really dampens the mood and the team spirit. It also gets people thinking well my next. What what does
COVID-19: Don't Wait for the Race to Start Training
"Finney were talking with business leaders today about leading in times of chaos. Obviously everything has been disrupted as a result of our response to the corona virus business leaders. Especially you're trying to figure this out a lot of changes a lot of things to adapt to and you and your team I'm just so inspired by how much you guys have. Been a big part of the solution for us here at Ramsey From a technology standpoint you guys stood up a lot of things that allowed our team to quickly be able to work from home. And we've never done that before some companies. That's that's old hat for us. We are a in the building brick and mortar. Come in physically meeting conference rooms and all the sudden. We're not doing that. What was it like for you when you realized for the first time? Oh we've got a we've got to stand up on these systems. I remember vividly. I was on spring break and things was. They were changing so fast it was like. Oh everything's GonNa be fine too late like maybe maybe stuff's going to start shifting here. And then trump changed and then the governor change and then the city changed and then all of a sudden. Oh we're going to be working from home next week and we had about like five days to get nine hundred plus team members to you know that are all used to work in here all of our rhythms But thankfully we were invested in technology. I give a big props to Chelsea our director of it. I mean he He has been you know just preparing. You know things All along right just just in case right like crazy amounts of time but just you know making sure you have the right infrastructure in place so that when we did when we were able to make that switch it was actually even possible right and it was fun thinking about how all the rhythms that we have here and all the all the ways that we have meetings were so we're such a collaborative company and we really had to take some time and think through. How is that going to change with all of us being at home and so we we wrote up some guidelines and send it out to the whole team and said Hey. Here's here's some ideas for how we can work from home and keep the collaboration go in and It's been a fun. Experiment Been Pretty successful so far so I wanNA get some of those ideas but I I wanna I wanNA highlight this principle that I hear what you said. Chelsea and the team were getting prepared long before they they had to you know and if your business owner going well that's that sounds great but I I wasn't prepared. What do I do. We'll we'll get to some things you can do to navigate this But that's true in life right like if you wait until the day of the race to start your training like you're not going to win that race if you wait until the storm is there before you buy the umbrella you you're GonNa get wet day you know so Talk a little bit about your team especially in technology. You're thinking about potential risks and threats and things that can happen that and of course the the rate of change in technology. And it's just always you buy a computer and by the time you get home. It's out of date. How does your team keep that mindset of always preparing before they may not be on fire but there's always this discipline of staying prepared ahead of time? It's a good question when when it comes to technology you're right. Things shift fast Probably one of the biggest things that to do is to pay attention to the trends. Right Lane. Used to you had to like be in the office to work on a mainframe right to even get computing resources. Like you actually had to like book. Time on the mainframe computer You know these. Those days are long gone now but what things have shifted recently. Well it's been things have shifted to the cloud right like us to to light like look at your budget or look at some financials or some sensitive documents like you had to be in the building and on the network right and that was solved a long time ago with with some solutions like VPN virtual private networking. But even. Then we've you know we've made more and more moves to like the cloud right where where we've had Tools that we can just log in and use with a username and password and then we know that it's secure and so just the fact that we've been kind of you know paying attention to what the trends are and staying up with this trans as opposed to saying we don't need. That will never do that so that when the time comes we go. Oh now nine. Hundred people don't have to be in the office to access the files that they need and the software that they need in order to get their jobs done and so Really just paying attention to those trends and making sure you don't Wanna be on the bleeding edge. You don't WanNa be like because you never know if something's going to actually work out right but you also don't want to like too far behind because you don't know what what shows are GonNa Happen. Will it occurs to me? We talk about all the time and leadership the importance of vision being visionary. I think sometimes we're just talking about that in the context of like cast the vision. What's the mission for the company but Technologies Real? You gotta be visionary you gotTa be. I mean what you're saying. Is You gotta be anticipating? This is where this is headed. How can we be ready to embrace it versus kind of be pummeled? By the fact that we weren't ready for it so right and there's two sides to this right like like there's visionary in terms of like your team right. And what is your team going to need to be successful. What are the tools and software? What can I do to make my team? More efficient right with with the day to day work that they do. But then there's also for your customers right like and that's probably where the more visionary stuff tends to happen right is out there for the customer so if you had this focus on the customer as opposed to going well you know what maybe I can. Just shoot a camera and like you know like we can just take this thing that we use to deliver in person and that will just deliver it on video. Maybe you start thinking of learned. There's some new ways to deliver video. Are there some new ways that people can interact with our brand? That aren't just you know pointing a camera at doing what we've always done right. And so technology opens up your options right and if you're if you're on the leading edge and you know what more of those options are and what people are developing and creating a new platforms software. There is the night gives you the opportunity to take advantage of these ships when they come. Because you actually know what's possible and you've been preparing for that as opposed to just well. We're going to do it the way we've always done but we're going to do it digitally now. That's really good. I wrote down something that that I heard in that is that vision is really about the customer by customer. That should be the beginning of where your your visions coming from. It's really cool You know your numbers guy. You're a really smart You even if I remember correctly have done like actuary work in your past. Is that right? Yeah numbers matter a lot and they can also be overwhelming right now. As business leaders are paying attention to certain metrics. Kpi's we come KPI's key performance indicators in essentially it's like you break that down it's an indicator of performance in an area. That's key but how do I know what to track? And how do I mean my day so busy just leading the team and trying to respond everything going on in the marketplace right now What should I be paying attention to? I mean cash is king but what other numbers are important for me to be watching about So that I can have vision so I can be kind of reading the tea leaves on. What's coming down the pipe Four my business so we can respond and pivot appropriately. Yeah it really depends on your business. So revenue is always a lagging indicator right like people pay you for a product or service right but before that happened there were things that that customer was engaging with or thinking about and depending on your product or service those may be things that you can measure and so for us. It's simple stuff like website traffic right like house website. Traffic Doing You might notice trends in that. Like Oh people are visiting more during the day now than they used to. They used to visit more night. We'll guess what it's because they're home. That might present an opportunity to you. maybe you have a product And you can measure engagement on people engaging with it more or less as a result of what's going on right now And so those are leading indicators. Right like there are things that are upstream of revenue. Maybe it's something as simple as a financial report right. Like maybe you're looking at your accounts receivable report and you're going Our accounts receivable or taking up a little bit right like and like people are holding on to cash a little bit more. They're not paying out quite as quickly anymore so our director of analytics and insights Matt The guys absolutely brilliant and he and his team got together and they said let's come up with just all these ideas of light leading indicators that we have all throughout the company and we're measuring about fifty things right. Now that aren't revenue that are things upstream from revenue. Some are kind of close to revenue some have a loose powder revenue. But it's all things that we can do to get a dashboard to say. How're things shifting and changing right now and you might notice him stuff really unexpected? We have one line of business. That's kind of. That's kind of been this thing this kind of been this thing over here but all of a sudden because of more people being at home and have more time to think about things. It's just like shut up and we saw that and we went. Well we wouldn't have thought like market that more talk about that more but because we're actually looking at it now we're actually going to talk about that thing more do more with that and say how can we take advantage of this thing so think upstream from revenue so cool what our customers do before revenue ever get there and then start. Is there a way that you can measure that you can kind of create a little crystal ball and predict the future? Bit