понедельник, 30 марта 2015 г.

5 ways to a happier (financial) life



It all comes down to this.
I wrote for the first edition of The Wall Street Journal Sunday. It seems fitting I should help bring down the curtain with this column that will appear in its final edition.
Parting thoughts? With my final words, here are five notions that—I believe—are indispensable to a happier financial life.
Biggest time waster: Commuting
I don’t look back at my career with many regrets—except commuting. NJ Transit, the commuter rail system that runs trains into New York City, stole countless hours that I would love to have back.
I have come to view the classic trade-off—accepting a long commute as the price of a big house in the ’burbs—as a pact with the devil. Indeed, research suggests commuting is terrible for happiness. One example: A study in Sweden found that a long commute increases the risk that a couple will separate by 40%.
Best investment attribute: Humility
Wall Street wants you to believe you can beat the market, because market-beating efforts are a big moneymaker—for financial firms. But it hasn’t worked out so well for investors.
Yes, Warren Buffett has beaten the market over a lifetime of investing. But there aren’t many others.
The math of investing is brutal. Before costs, we collectively earn the market’s return. After costs, investors—as a group—must inevitably lag behind.
Trading stocks may offer an adrenaline rush and buying actively managed funds can allow us to dream of riches, just like lottery tickets. But managing money should be about making money, not entertainment. If you want to notch decent returns, put your ego aside and put your money in broadly diversified index funds with rock-bottom annual expenses.
Key to financial success: Cheap housing
A third of the money spent by the typical household goes toward housing. Add car payments and other transportation costs, and you’re at more than half. My advice: Try to keep those two costs well below 50% of your income, especially in your early adult years.
The less you spend each month on housing, cars, utilities and other fixed costs, the less financial stress you’ll suffer. You’ll also have more money for discretionary “fun” spending, be in better shape if you lose your job, and need less income to sustain your standard of living once retired.
Most important, low fixed costs make it easier to save a hefty sum every month—and that, more than anything, will drive your financial success. I’ve met thousands of ordinary Americans who have amassed seven-figure portfolios. The vast majority share one attribute: They’re great savers.
Best way to spend money: Experiences
I believe money can buy happiness, but you have to spend with care. My advice: Use your spare cash for experiences, not possessions. Pay for the family vacation. Go to a concert. Head out to dinner with friends. This will strike many as counterintuitive. Possessions seem appealing, because they have lasting value, while experiences leave us with nothing tangible.
But this is also the reason experiences can bring more happiness: We have not only the event itself, but also the anticipation before and the fond memories after—and those memories aren’t soiled by the messy reality of some object that gets dirty, breaks down and is eventually discarded.
Top financial goal: Not working for money
Unless you have enough saved for retirement, you need an income. But if possible, never work just for a paycheck. I believe the keys to a fulfilling life are spending our days doing what we’re passionate about and our evenings with friends and family.
Problem is, the career that makes us happy in our 20s may not be satisfying in our 40s—and the new career we want to pursue may not be as lucrative. What to do?
Avoid the acquisition treadmill of bigger homes and better cars, and instead save like crazy in your 20s and 30s. Do that, and you could buy yourself the freedom to spend the rest of your life on your terms, rather than one dictated by car leases, credit-card bills and mortgage payments.
Many readers of this column have become my regular correspondents—and I hope that’ll continue. From now on, I will be writing for Saturday’s Wall Street Journal, while also updating my book, the “Jonathan Clements Money Guide,” every year.
By

JONATHANCLEMENTS

How to Start a Startup: Doing Things That Don’t Scale





Katelan Cunningham


When you’re starting a startup, your big ideas can get in the way of taking those small, necessary steps in the beginning and you can end up stumbling around, hoping that you fall into the right place. But it turns out those early baby steps are pivotal for finding product-market fit.
As part of Y Combinator President Sam Altman’s series on How to Start a Startup at Stanford Universityfounders talked about those early steps and acting on what YC alumni call “Doing Things That Don’t Scale.”

Meet the YC Alumni Founders

Stanley Tang of DoorDash set out to discover how to make technology that could help solve problems for small businesses. Turns out, a big problem for small business is establishing a delivery infrastructure. So, Stanley and his would-be cofounders put together a super touch-and-go website with a few menus for people in Palo Alto to order food from a variety of local restaurants. The idea gained traction, and with only an hour of site-building and many conversations with local business owners, DoorDash was started just like that, with the founders as the delivery people and a super simple website.
Walker WilliamsTeespring founder and CEO, also operated from this school of thought. His company allows people to launch product and apparel brands without risk, cost or compromise. In his early stages, he found that listening to customers was as pivotal as acting quickly on the insights he gained.
By abiding by the idea of “doing things that don’t scale,” these founders were able to harness the control and energy of a small startup team that (at the beginning) doesn’t need to have all of the answers. It’s a process of using the resources you have to accomplish what you need right then and using those efficient solutions you build early on as a foundation for success.
Sometimes the best way to see if something works, and to see if people will love it, is to just put it out there with the minimal resources you have. As Tang put it, “We just launched because at the beginning it’s all about testing the idea, trying to get this thing off the ground, and figuring out if this was something people even wanted. And it’s okay to hack things together at the beginning.”
Here are some great approaches covered by Tang and Williams to guide you in doing things that don’t scale.

Treat Your Startup Like an Experiment

You’re probably really attached to your big idea, and that’s great. But, as with most ideas, when it leaves your head and gets some air you’ll find that it may not ignite with everyone in the way that you were hoping. That’s probably because not everyone is like you, which is okay. In order to “roll with the punches,” you’ve got to stay flexible, nimble and open to potential changes you see for your company, so you can continue to learn and grow even if it’s not in ways you were expecting.
Williams of Teespring believes strongly in turning your users into champions with a memorable, delightful experience. This is how you’ll continue to test your hypothesis (aka your big idea). Even if someone has left your service with a negative experience, he says that you should always do everything you can to make it right. As many restaurants on Yelp would attest, it only takes one dissatisfied user to taint your entire image online.
Williams says that, no matter what goes wrong, “You just have to bite the bullet and make sure it’s right. And the customers who are originally the most frustrated tend to turn into the biggest champions and the longest-term users.”
When you make it clear in your head that nothing is set in stone, then when you’re getting that invaluable feedback from your users — good or bad — you’ll be able to hear it with a more open mind and you’ll be amped to improve the experience for them and future users. Williams adds, “The quicker you talk to users and learn what they actually need, the faster you can get to [scale].”

Short-Term Solutions Lead to Long-Term Solutions

DoorDash’s small startup team pieced together tools they already knew how to use to assemble a makeshift system that worked for them in those early stages:Square to receive payments, a Google Doc to track orders and Apple’s Find My Friends to keep track of where their drivers were. In the beginning, that’s all okay. With a small team, small mistakes are just that, but with a big team and a lot of man power, small mistakes have a bigger impact. So it’s good to weed out as many mistakes as possible in the beginning to find solutions that really work best.
Even as you continue to build on these short-term solutions and begin turning them into more permanent systems, scaling shouldn’t be your ultimate goal. Williams explains, “The lesson that I’ve been learning lately is that you want to do things that don’t scale as long as possible…[It’s] one of your biggest advantages as a company, and the moment you give it up, you’re giving your competitors that are smaller and can still do these things that advantage over you.”

Become an Expert in Every Aspect of Your Business

When you’re the founder/customer support team/operations department, you really get to see how the ins and outs of your business flow … or don’t flow. With a strong base and a complete understanding of your customers, you can gradually make solutions for your company that are more intentional and less experimental.
While launching Teespring, Williams found that it was invaluable for the founders to do whatever it took to bring in users themselves. This means putting in a lot of extra time with those early customers. “Do not expect to spend an hour and return thousands of dollars,” he says. “For most of us, those first two users are going to take a lot of handholding, a lot of personal love, and that’s okay — that’s essential for building a company.”
It’s important to note that just because you’re taking small steps doesn’t mean that you’re moving slowly. In fact, quite the opposite. As you continue to learn more and more about your business and get a system in place, it’s important that you move fast because the market is moving fast. If you get stuck and dwell on one thing, the market won’t wait for you.

Finding Product-Market Fit

The biggest perk of doing things that don’t scale is that you can continue morphing and adapting until you find the perfect little niche —the little hole that your company has been built to fill.
So, especially in the early days of your business, Walker says it’s important to keep in mind that “the product you launch with will almost certainly not be the product that takes you to scale. So your job in those early days of a startup is to progress and iterate as fast as possible to reach that product that does have market fit.”
The smaller and more nimble you are, the faster you’ll be able to get closer to that next point of scale and eventually finding your market fit. To keep your eyes on what’s attainable, Williams says to “only worry about the next order of magnitude … [S]o when you have your tenth user, you shouldn’t be wondering how you are going to serve one million users.” If you look at these short-term goals as breadcrumbs, they’ll lead you right where you need to be.

Take-Home Message

The biggest takeaway of these startups’ early success stories is to start small, hit the ground running, and don’t slow down until you’re truly prepared to scale. Like any startup venture, this process will test your tenacity, your patience and even your dedication, but if you stay light on your feet, listen to your users, and don’t stop until they’re satisfied, you’ll have the foundation of a sustainable business model and the experience to keep growing with confidence.


воскресенье, 29 марта 2015 г.

Четыре скрытых врага бизнеса



Стив Блу рекомендует предпринимателям обратить внимание на четыре признака того, что в компании накапливаются опасные проблемы.

1. Идиллические совещания. Понаблюдайте за поведением ваших сотрудников на планерках и совещаниях. Они молча сидят с умным видом — или спорят, перебивая друг друга, по любому вопросу?
Если на совещании царит тишь да гладь, не возникает споров или конфликта, инициативы не встречают возражений — это верный признак того, что что-то в вашей компании не так.

«Если нет конфликта, значит, ваши люди не болеют за дело и не беспокоятся о том, чем занимаются», — объясняет Блу. «Без конфликта невозможно развивать бизнес. Отсутствие конфликта не должно быть вашей целью — плодотворный конфликт всегда должен присутствовать».

Предпринимателям следует учить свой персонал принимать участие в организованных, обдуманных и содержательных дискуссиях, стимулировать их к этой деятельности.

2. Жизнь без инноваций. Какой процент продаж вы получили за последние два года от новых товаров и услуг? Если меньше 20%, то пациент скорее мертв, чем жив, новаторство в вашей компании на нуле и необходима срочная «перезагрузка», советует Стив Блу.
«Введение новшеств — это не цель, а абсолютная необходимость»,—советует Блу. И добавляет: «Новшества — это не только предложение нового продукта, но также внутренние и внешние процессы и процедуры».

В компании Miller Ingenuity за час до окончания рабочего дня сотрудники собираются в переговорной для обмена идеями и мозгового штурма. «Вы должны организовать место и время для создания идей и выделить под это дело ресурсы»,— говорит Блу. Он, например, учредил ежегодную премию в размере $5000, которой награждается сотрудник, предложивший лучшую инновационную идею.

3. Клиент прав, но не всегда. Если возникает конфликт между вашей компанией и заказчиком, чью сторону обычно занимает ваш продавец? Несмотря на то, что девиз «клиент всегда прав» считается главным принципом маркетинга, Блу советует относиться к нему с осторожностью.
«Ваш клиент может выжить вас с рынка, сведя ваш доход к нулю»,— говорит он. «Найдя более выгодное предложение в другом месте, он через минуту откажется от вас. Но если так, с какой стати ваши продавцы должны работать для ваших клиентов?»

Вместо этого нужно научить продавцов строить доверительные отношения со своими клиентами, и когда придет время плохих новостей, например о повышении отпускных цен, долговременные отношения и качество обслуживания возьмут верх.

«Хотя забота о клиентах — обязанность персонала, эта забота должна работать на вашу компанию,— говорит Стив Блу.— Не клиенты оплачивают текущие счета вашей компании, это делается за счет прибыли».

4. Черная овца в корпоративном стаде. Каждый из нас когда-либо сталкивался с невежливостью, а порой и грубостью администраторов, продавцов или официантов, которые вели себя так, будто вы докучаете им своими просьбами. Не напоминает ли это кого-нибудь из ваших сотрудников? Даже один такой может подчиненный может пагубно повлиять на годами выстраиваемые отношения с заказчиками.
Это худший из скрытых врагов вашего бизнеса, предостерегает Стив Блу.

Поговорите со всеми сотрудниками своей компании, спросите у каждого, кто, по его мнению, отравляет жизнь коллектива. Спросите также и заказчиков. Конечно, они знают таких людей. После того как вы их выявите, скажите им, что они должны немедленно изменить свое поведение, иначе не смогут работать дальше в вашей компании. Установите новые стандарты поведения сотрудников и проведите обучение по правильному привлечению клиентов.

«Но помните, что даже после прополки огорода сорняки имеют свойства вырастать снова,— предупреждает Стив Блу.— Будьте готовы полоть огород регулярно».

суббота, 28 марта 2015 г.

99 ресурсов для продвижения стартапов



В адаптированной нами подборке вы сможете найти множество полезных источников по ряду маркетинговых задач, которые приходится решать всем бизнесам без исключения. Уверены, что каждый сможет найти что-то подходящее для своих проектов.

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