Posts Tagged ‘Checking Account Promotions October 2012’

Salesforce's Free Do.com Doesn't Quite Do It

NEW YORK (MainStreet) — In these brutal, short digital days, it ain’t easy being a “disruptor.” Business automation giants such as Salesforce(CRM) or NetSuite(N) like to act the role of hunters for say, Microsoft(MSFT) or SAP(SAP). But in an age when all it takes to make a great business app is a couple of coders with something to prove, Salesforce and Netsuite are themselves the hunted, challenged to say what they really offer compared with Rapportive, RapidTask or Pivotal Tracker? All of these are cheap, some are free — and they solve most of business’ organizational issues.

To Salesforce’s credit, it is not going down without a fight. Several months back, the company rolled out its answer to low- or no-cost business software, Do.com. The free service offers basic task management to anybody with Web access and offers users all the hip, biz-app bells and whistles. It has solid integration with mobile devices such as the iPhone, tries to be a viral alternative to traditional business apps and to give Salesforce a toehold in the fast-moving free business apps world.


For Salesforce.com, faced with a time of terrific competition, it is do or die with Do.com.

Intrigued as to what Do had to offer firms, we have been giving it a test drive for about a month or so.

What you get

Do.com is nice little team task-management tool.

To Salesforce’s credit, the company has wisely jettisoned its traditional, complex interface, and Do.com could not be simpler to use. Think of a souped-up version of Basecamp, the fast-growing project management service from Chicago-based 37Signals, but absolutely free. Creating an account is a snap. Head to the company Web site — the impossible-to-forget do.com (no “www” is not needed). Create a free account. Then start listing tasks, creating projects and adding notes.

Once your work is broken down into steps, Do.com enables reasonable collaboration. Enter an email for those who work in your team and they get invitations to tasks. Notes, attachment and decent discussions about tasks are supported. Overall, the service was fast and easy to use. The mobile app on my test iPad worked reasonably well.

In general, if your shop is looking for a solid starter productivity tool, Do.com can do the job.

Be the first to comment - What do you think?  Posted by FBCA - February 17, 2012 at 7:01 am

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Networking Tricks for Women Owners

Want to grow your business? Do what men do. Have big networks filled with people who can connect you to money, markets and talent.

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At this point in history, men entrepreneurs (on average) are more successful than women entrepreneurs (on average) at growing their businesses. To be as successful as the boys, you don’t have to grow a pair. But you do have to do something you can do but that many women entrepreneurs don’t: Build your network. If the thought of mingling brings back bad memories of being a wallflower at the senior prom, get over it. That was then, this is business.

In case you doubt the importance and value of networking, the proof is in the research. Entrepreneurs with larger and more diverse networks, and whose networks include professional advisers, such as accountants and lawyers, tend to grow bigger companies, according to Global Entrepreneurship Monitor: 2010 Women’s Report.

The analysis showed that, in many economies, women entrepreneurs and business owners tended to have smaller networks than their male counterparts…Both women and men entrepreneurs and business owners tended to seek advice most often from those with whom they had personal relationships—their private environment. Women were more inclined to seek guidance from family and spouses in particular. On the other hand, men tended to draw more heavily on the advice of friends. Men were also more likely to use other network sources, such as their work environment or professional advisers.

Overall, the men and women entrepreneurs who had larger and more diverse networks, and those who emphasized non-private advisers (business, professional, etc.) also tended to report greater levels of innovation, internationalization and growth-expectations. Yet compared to men, women may be at a disadvantage because their networks were overall smaller and less diverse and they emphasized private sources of advice.

In other words, women: You must get out there and network. You must build up your contacts among peers and professionals. If you don’t, you are stunting your growth.

Even Jazmin Hubb who organizes Women 2.0 Founder Friday events in New York City admitted “I don’t like networking events,” but warned, “You don’t have a choice. As an entrepreneur, you have to do a lot of things you don’t like and this is one of them … You can’t do it alone [be a successful entrepreneur]. Networking is one of the ways to find those other people.”

Connections open doors, doors to money, markets and qualified managers and employees.

  1. Pick your venue. There are plenty to choose from. If you don’t like the vibe of one organization’s events, try another. You can choose gender-specific hosted events such as Women 2.0 Founder Friday or the National Association of Women Business Owners, industry specific organizations, such as Institute of Electrical and Electronics Engineers or general business groups such as Chambers of Commerce.
  2. Know your elevator pitch. You are not here to make a sale, so you don’t need to close the deal. You do need to let people know who you are and what you do in a way that makes them want to hear more.
  3. Ask questions. Women are great at building closeness and connections through conversation. By asking questions you’ll engage the person and really get to know what they do. Still not comfortable? Pretend you are interviewing people for an article about the event; get the who, what, and why. Make the task less personal.
  4. Speak to lots of people. To network well, Hubb advises that you have a brief conversation with one person and move on to the next. Make it a game: How many business cards can you collect in one hour? Work with a friend: the one with the most gets a free lunch.
  5. Go ready to give. Hubb also cautions people not to come with the goal of getting something. Give something first. Don’t worry about the quid pro quo. In her experience, the benefit of helping may not come immediately, but it will in six months to a year.
  6. Follow up afterwards. If you want to get to know someone better, follow up after the meeting with a phone call, a one-on-one meeting or connect with them on LinkedIn. Hubb mentioned that follow-up is the step most commonly skipped.
  7. Take the pressure off. You aren’t establishing a long-term relationship yet. You are just opening the door to possible relationships. If someone seems interesting, contact them later to get started on that relationship.

All of these ideas serve one purpose, to take the focus off you—nerve-wracking!—and put it on the other people—interesting! Look past the crowd of strangers and see the individuals, some of whom can help you and some of whom you can help.

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    David: How I'm Turning My Product Into a Service Bruce: How I'm Turning My Service Into a Product

    Find out how Inc. 5000 CEOs seek smart ways to scale their businesses

    How I Did It!

    Experts frequently advise business owners who manufacture products to turn them into “services” so they can create a smoother cash flow. They also tell people who sell services to turn them into products so they have an asset to sell in the future. Which one is right? 

    Meet David Harouche, the Inc. 5000-winning CEO of a product company who’s transitioning to a service-based model.

    Meet Bruce Eckfeldt, another Inc. 5000 honoree who runs a service-based company that’s beginning to develop products. 

    Find out the truth about these two competing strategies from two “on-the-ground” CEOs at this dynamic panel.

    Event to be held at Inc. Magazine’s Downtown Manhattan HQ.
    Space is limited. Click here to see if you qualify for a complimentary pass.

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    Want to Be More Inventive? Think Like a Fifth Grader

    A cognitive psychologist has developed a toolkit to help anyone be more inventive by shedding their preconceived ideas and thinking like a kid.

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    Every entrepreneur is trying to do something new and better. If your business doesn’t improve in some way on the other dry cleaner in town or other app in the space, then why bother starting it, right? But inventing something truly different is rare—and very difficult. Is there any way those of us with less naturally creative minds can come with more inventive ideas?

    Absolutely, says University of Massachusetts cognitive psychologist Anthony McCaffrey, who studies exactly what sort of thinking goes on the minds of inventors and recently published his findings in Psychological Science. Looking back at past “eureka!” moments—such as when someone looked at a burr stuck to a sweater and conceived of Velcro, for example—McCaffrey came up with a model of where out-of-the-box ideas come from.

    “There’s a pattern that, during the inventive process, people notice something that was overlooked and then they use that overlooked feature to build a new solution,” McCaffery said in an interview.

    “We’re basically geared towards noticing the common things because that’s most helpful in our daily experience. We don’t want to have to figure out how to get a drink of water each time. But if you want to be innovative then your habits are your enemy and you have to fight against doing the common or habitual and know how to get to the obscure things,” he explains.

    The evidence from McCaffrey’s lab is that this ability to see the obscure and unusual can be taught, and he’s developed a tool kit to do just that. The techniques in the toolkit, McCaffrey says, are geared towards helping break us out of habitual thinking and return us to the fresh perspective we had when we were young:

    If an inventor is stuck on a problem and could simplify it enough to describe it to a class of fifth graders, I would almost guarantee that those fifth graders would give you some new ideas that you have not thought of before.

    Young kids are wild thinkers. They make wild associations. But when you get to that range of fourth through sixth grade, their minds are becoming a little more adult. So whereas really young kids will give you impossible answers, magic kind of answers like ‘oh, my pet bunny will breathe on it and it will be fixed,’ the fourth through six graders will have wild ideas but they’ll still be kind of plausible.

    [My techniques] are trying to get you back to when you were ten years old now that you’ve lost a little bit of that ability to associate more freely.

    Thanks to a $170,000 grant from the National Science Foundation, McCaffrey is developing software to deliver his techniques to engineers specifically. But he claims that those in any sort of creative domain, from marketing to comedy writing, could benefit from his toolkit. So what does it contain? He offered some example techniques:

    • The generic-parts technique. Generally we look at an object and simply see the way it’s usually used—a plug goes in a socket to connect an appliance to electric current, and that’s all there is to it. Those looking for fresh ideas should try to strip away their preconceived notions of an object by describing it without reference to its usual function, including its material, shape and size. That plug? It contains two small, flat pieces of metal. Look at it that way and it could be used as a screwdriver, for example. “The trick is to un-conceal the features relevant to your purposes,” McCaffrey says.
    • The thesaurus technique. “When you describe your goal, you’re going to have a verb in there like ‘I need to fasten things together’ or ‘I need to remove this from that,’” says McCaffrey. “Use a thesaurus on the verb. I’ve asked people, ‘list all the ways you can to fasten things together’ and most people come up with eight to 12. However, if you look in a thesaurus for the synonyms of fasten, the more specific ones give you things like, ‘buckle, clip, weld, glue, tie, Velcro’ and on and on. Where people can come up with eight to 10, the thesaurus is going to have 60, and obviously it’s helping you think way beyond your narrow range.”

    McCaffrey also recommends those hoping to boost their inventiveness broaden their range of interests. “Have a wide interest in your reading, what you pay attention to, what’s coming out in several fields of your choice,” suggests McCaffrey. “Follow your interests and you naturally can make connections between them that others can’t as easily see.”

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    Math Phobia? Time to Get Over It

    These few metrics will give you some added insight into just how much progress your company is making.

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    Entrepreneurs routinely ask me what my one or two go-to financial metrics are, beyond the standard revenue, gross margin, net income and cash ratios. I usually demur, saying that business models wildly vary and an effective analytical tool in one sector might not be much use in another. A product company or one that sells perpetual licenses might not be too concerned with its customer churn rate, but a services company might be right to obsess over it.

    In truth, I am sympathetic to the interest in innovative metrics. I love baseball and the data deluge associated with what, at first glance, is a simple game. But after decades of building companies, the addiction to detail was replaced by a ravenous hunger to identify the two or three unique levers of control in a business.

    As a result, I do have a couple of favorite metrics that I keep an eye on beyond the standards. They by no means capture every angle of a business, and they are fallible, but I find them universally useful in evaluating and comparing companies and their progress. I’ve also highlighted two problem areas that always seem to create confusion.

    My favorite metrics:

    Revenue per Employee

    In most technology companies, gross margins are relatively high and salaries are the biggest single cost. Cost per employee for technology companies in the U.S. is surprisingly consistent at just above $100K. So revenue per employee gives you a very efficient way of comparing overall efficiency of and between businesses.

    Revenue per dollar of sales marketing spend

    I like to see how much revenue generated by each dollar inserted into the company’s sales and marketing machine.

    More particularly, I track the change in this metric quarter-over-quarter, because that shows the rate at which sales and marketing is becoming more efficient (hopefully). Like a golf handicap, rates will differ a lot between, but you still want to beat the course by always getting more efficient.

    Problem areas:

    Bookings

    These days, I see lots of entrepreneurs that have significant sources of recurring revenue. That’s great. However, many entrepreneurs are unsatisfied simply reporting their revenue, because it doesn’t give them credit for the full value of a long-term contract. Some instead report total bookings, which, at the other extreme, can be equally misleading. I always recommend reporting what I call Adjusted Annual Recurring Revenue each quarter (the “AARR”). The AARR is the annual revenue run-rate of your recurring revenue multiplied by your average renewal rate. This gives you a probability-adjusted, annual recurring revenue number that your board can sink its teeth into. It’s nice knowing what you have in the bag for next year!

    Revenue Mix

    When you’re selling different products or services with different gross margins, or selling both perpetual and term-based licenses, it is essential to explain the effect of the changing mix of revenues and associated costs over time. Most boards, and sometimes management teams, tend to underestimate the significant impact a change in that mix can have on a company’s financial profile. You often see this when a perpetual license software vendor shifts to a software-as-a-service model. Avoid nasty surprises by forecasting carefully.

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    Make Your Meetings More Effective

    Here’s tips on how to keep groups focused and not waste time from Scott Gerber, founder of the Young Entrepreneur Council, and Adam Toren, co-founder of Small Business BIG Vision.

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    Barclays launches Pingit for mobile money transfers

    UK BANK Barclays has launched its Pingit app and service for transferring money via mobile phone numbers.

    The service is available for free to any current account holder in the UK, not just Barclays’ customers. Users can send money between bank accounts, without sharing bank details, in a similar way as a text message with just a mobile phone number.

    Antony Jenkins, chief executive of Barclays retail and business banking said, “Barclays Pingit could revolutionise the way people send and receive money. For friends splitting the cost of dinner, repaying a borrowed £10 or people sending money to a son or daughter at university, it’s free, quick, convenient, secure, and easy to use. You can send and receive money in seconds, without having to enter account details.”

    Barclays is touting Pingit as the “first service for sending money by mobile phone number”.

    So far, only Barclays’ customers will be able to send money with the app but anyone can sign up online to receive payments. The free Pingit app will be made available to everyone next month and supports IOS, Android and Blackberry phones.

    Transaction minimum and maximum amounts are set at £1 and £300, respectively. Users will only be able to send up to £300 in one day and receive up to £5,000.

    The firm said that cash is sent via the Faster Payments service and is just as safe as any other banking transaction. The app is protected by a five-digit PIN code that’s set by the user.

    However, David Emm, senior security researcher at Kaspersky Lab thinks that Pingit will provoke an attack on the system.

    “At the moment, apps like this seem cutting-edge, but so too did online banking ten years ago. And the more we engage in activities that involve money, or access to confidential data, the more attractive our smartphones become to cybercriminals. I’m sure it will not be long before we see attempts to find flaws in this particular system, although clearly the PIN, and the other account and identify verification mechanisms used when installing Pingit, are designed to secure these transactions,” said Emm. µ

    Be the first to comment - What do you think?  Posted by FBCA - February 16, 2012 at 7:01 pm

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    How Apple should spend its $98 billion cash reserve: 4 suggestions

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    Looking for Venture Funding? Math is Your Friend

    These few metrics will give you some added insight into just how much progress your company is making.

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    Entrepreneurs routinely ask me what my one or two go-to financial metrics are, beyond the standard revenue, gross margin, net income and cash ratios. I usually demur, saying that business models wildly vary and an effective analytical tool in one sector might not be much use in another. A product company or one that sells perpetual licenses might not be too concerned with its customer churn rate, but a services company might be right to obsess over it.

    In truth, I am sympathetic to the interest in innovative metrics. I love baseball and the data deluge associated with what, at first glance, is a simple game. But after decades of building companies, the addiction to detail was replaced by a ravenous hunger to identify the two or three unique levers of control in a business.

    As a result, I do have a couple of favorite metrics that I keep an eye on beyond the standards. They by no means capture every angle of a business, and they are fallible, but I find them universally useful in evaluating and comparing companies and their progress. I’ve also highlighted two problem areas that always seem to create confusion.

    My favorite metrics:

    Revenue per Employee

    In most technology companies, gross margins are relatively high and salaries are the biggest single cost. Cost per employee for technology companies in the U.S. is surprisingly consistent at just above $100K. So revenue per employee gives you a very efficient way of comparing overall efficiency of and between businesses.

    Revenue per dollar of sales marketing spend

    I like to see how much revenue generated by each dollar inserted into the company’s sales and marketing machine.

    More particularly, I track the change in this metric quarter-over-quarter, because that shows the rate at which sales and marketing is becoming more efficient (hopefully). Like a golf handicap, rates will differ a lot between, but you still want to beat the course by always getting more efficient.

    Problem areas:

    Bookings

    These days, I see lots of entrepreneurs that have significant sources of recurring revenue. That’s great. However, many entrepreneurs are unsatisfied simply reporting their revenue, because it doesn’t give them credit for the full value of a long-term contract. Some instead report total bookings, which, at the other extreme, can be equally misleading. I always recommend reporting what I call Adjusted Annual Recurring Revenue each quarter (the “AARR”). The AARR is the annual revenue run-rate of your recurring revenue multiplied by your average renewal rate. This gives you a probability-adjusted, annual recurring revenue number that your board can sink its teeth into. It’s nice knowing what you have in the bag for next year!

    Revenue Mix

    When you’re selling different products or services with different gross margins, or selling both perpetual and term-based licenses, it is essential to explain the effect of the changing mix of revenues and associated costs over time. Most boards, and sometimes management teams, tend to underestimate the significant impact a change in that mix can have on a company’s financial profile. You often see this when a perpetual license software vendor shifts to a software-as-a-service model. Avoid nasty surprises by forecasting carefully.

    Read more:

  • Which Numbers Matter Most?
  • 3 Numbers All Owners Should Know
  • Your Most Important Number
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    Enlocked Prevents Email Snooping

    Simple downloads for browsers, smartphones and tablets bring state-of-the-art email security to all users

    Palo Alto, California (PRWEB) February 15, 2012

    Enlocked, Inc., an innovator in email security solutions for consumers and small business users, today announced the launch of the Enlocked email encryption service. This simple, free service can be installed by any user, so that they can protect their private communications from eavesdropping and render sensitive messages unreadable in the case of a lost or stolen device.

    By providing a full set of easy-to-use plug-ins and mobile apps, Enlocked has eliminated the pain of encryption, bringing simple software direct to the end user. Enlocked enables users to send email securely from any device, so that credit card numbers, social security numbers, medical records and other sensitive data can be shared without the risk of interception.

    “Most users today are putting themselves at some risk of identity theft or fraud whenever they send an email containing sensitive details, and most don’t realize the risk they are taking yet largely because they often don’t even know when their email is compromised,” said Rob Enderle, principal analyst at the Enderle Group, a research firm focused on consumer technology. “While the likelihood of a single message being intercepted is low, targeted breaches at the mailbox level are more common, and put all of your read and sent archives at risk if your email account is hacked or if your laptop or phone is stolen. Solutions that make email security a quick and easy add-on to users’ existing tools provide an easy way to ensure against this threat, without requiring significant additional effort on the part of the user.”

    Before Enlocked, users needed to interrupt their normal email communications in order to call and provide sensitive information via phone, or take the risk of having that information stolen in transit. By encrypting email communications, Enlocked allows users to work seamlessly in their email environment, while still ensuring that messages are only viewable by authorized recipients. With just a few simple steps, users can rest assured that their most sensitive data is safe.

    “We all want to reduce the chances of confidential information falling into the wrong hands, but most offerings available to address this require multiple steps and have an adverse impact on productivity,” said Jonathan B. Spira, chief analyst at Basex, a knowledge economy research firm. “Tools such as Enlocked make email security transparent to sender and recipient and make security far less intrusive, thus ensuring that it will actually be used as opposed to remaining shelfware.”

    The process until now was unwieldy. Prior security techniques were often cumbersome and expensive, requiring installation of compatible software on both the sender’s and receiver’s systems, exchanging of keys or passwords, or in some cases even separate, dedicated email addresses. In addition, with the trend of users moving rapidly towards mobile devices for email access, the lack of common tools across systems renders previous tools unworkable.

    “We’ve studied consumer behavior, and it is clear that what’s missing is a solution that is simple, free, and works on all your devices. Using Enlocked is as easy as clicking a new ‘send secured’ button on whatever system you already have. Consumers and small businesses can now safely and easily send email messages containing sensitive data, without the hassles of traditional methods or the risk of being compromised,” said Guy Livneh, CEO of Enlocked.

    The Enlocked email encryption solution is available immediately, with quick and easy downloads for all of today’s most popular email environments. Platforms supported include: Microsoft Outlook (including Microsoft Exchange systems), Android smartphones and tablets, Apple iPhone and iPad, as well as personal computers accessing Gmail, Yahoo! Mail, Windows Live or AOL email via a browser. Additional versions for Apple Mail.app, the Safari browser, and BlackBerry are in development, and are expected shortly.

    About Enlocked

    Founded in 2011 by a team of information technology and security veterans, Enlocked is quickly becoming the solution of choice for users concerned with protecting their private email messages. The Enlocked solution addresses an important gap in security – most email today is sent entirely in the open, preventing users from being able to send important confidential information, or if they do send it, putting that data at risk.

    While systems exist for encrypting email at the corporate level, they require significant resources (both financial and technical) to implement, leaving the individual user or small business with few options. Many of these systems do not support sending secure emails outside of the organization, thus leaving sensitive communications with contractors, consultants or partners vulnerable to eavesdropping.

    By making email encryption simple and free, Enlocked allows everyone to safely send and receive secure emails, from whatever devices and email systems they use.

    For additional information and to download Enlocked for your email client, visit http://www.enlocked.com.

    Enlocked, Enlocked Anywhere and the Enlocked logo are trademarks of Enlocked, Inc. All other trademarks are the property of their respective holders.

    # # #

    Andy Feit, VP of Marketing
    Enlocked, Inc.
    (408) 832-0308
    Email Information

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