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sábado, 31 de dezembro de 2011

Sistemas de gerenciamento de frotas monitoram caminhões e viram “parceiros” das transportadoras

Caminhões: Sistema de gerenciamento de frota é o grande irmão do motorista
20/12/2011 13:45  - Ilustração: Afonso Carlos/CZN
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Sistemas de gerenciamento de frotas monitoram caminhões e viram “parceiros” das transportadoras

por Igor Macário
Auto Press

Economizar é contar os centavos. Para reduzir os custos de seus principais clientes e ganhar competitividade em relação à concorrência, vários fabricantes de caminhões desenvolveram sistemas integrados de gerenciamento de frotas à distância. Eles monitoram a localização e o funcionamento de cada veículo em tempo real, assim como as ações e hábitos do motorista. A ferramenta permite uma análise detalhada de como cada motorista se comporta ao volante e mostra o que pode ser melhorado para aumentar a produtividade ainda mais. O sistema funciona através de um transmissor instalado em cada caminhão, que envia os dados via rede celular para os servidores da marca, onde essas informações são reunidas e apresentadas separadamente para cada cliente – mediante a assinatura de um pacote de serviços.

O principal benefício desses sistemas é a otimização de custos para os transportadores, com a esperada queda no uso de combustível, através da escolha do melhor caminho traçado por cada caminhão, além de permitir o deslocamento mais eficiente da frota para atender às necessidades de cada empresa. “O sistema possibilita ao cliente obter informações detalhadas sobre a utilização dos caminhões, como a quantidade exata de combustível usada, velocidade instantânea e média do percurso e até o tempo de permanência em cada marcha”, explica Volney Macchini, supervisor de suporte a frotista da MAN Latin America, que oferece o Volksnet. Alguns ainda são capazes de diagnosticar falhas mínimas, como uma lâmpada queimada ou desgaste excessivo de uma pastilha de freio. Cada problema é informado ao motorista por mensagens na tela do computador de bordo do caminhão.

A Volvo Caminhões apresentou durante a última Fenatran, em outubro desse ano, o Dynafleet. O sistema pode equipar os caminhões da série F – FH e FM –, e os VM. “Os clientes podem consultar os detalhes da operação do veículo, consumo de combustível instantâneo, quilometragem percorrida, e ainda ajudar a equipe técnica especializada na resolução de possíveis problemas no caminhão através do envio dos códigos de falhas para a central”, explica Christiano Blume, gerente de telemática da Volvo do Brasil. O sistema da marca sueca ainda registra variações no nível de combustível, o que pode acusar possíveis roubos de diesel. Ainda segundo Blume, o Dynafleet pode ser instalado posteriormente em caminhões já em uso, desde que sejam dos modelos compatíveis com o sistema. Há ainda a possibilidade dos veículos saírem com um “kit de preparação básica”, que facilita a instalação posterior dos componentes. “O Dynafleet ainda pode ser integrado ao software de logística das empresas, que reunirá os dados da utilização de cada veículo para organizar melhor as saídas e as rotas utilizadas”, completa Blume.

A Mercedes-Benz, por sua vez, dispõe do FleetBoard, que oferece funcionalidades semelhantes ao Dynafleet, além de operar pelo mesmo princípio. As informações dos caminhões das linhas Actros e Axor, as maiores da marca, são enviadas para servidores na sede da Daimler, na Alemanha, e disponibilizadas na internet para os clientes mediante a apresentação de uma senha fornecida na contratação do serviço. “O FleetBoard foi desenvolvido junto com o sistema eletrônico do caminhão, ao qual é totalmente integrado. Ele dispensa a instalação de componentes extras para seu funcionamento e se comunica com o motorista através do computador de bordo”, salienta André Weisz, gerente do produto para a Mercedes-Benz do Brasil. O sistema lê todas as informações da central eletrônica do caminhão – como velocidade, rotação do motor, marcha utilizada, peso da carga, além da localização por GPS – e passa em tempo real para a plataforma online.

Monitorar uma frota, é claro, não sai de graça. “Entre R$ 2.500 e R$ 4 mil para a instalação do equipamento opcional, dependendo do modelo do caminhão, para o FleetBoard. Mais uma mensalidade de R$ 150 por veículo monitorado”, conta André Weisz, da Mercedes-Benz. A Volvo não divulgou o preço de instalação do Dynafleet, mas as mensalidades variam entre R$ 88 e R$ 111, de acordo com o pacote contratado. Na marca sueca há a possibilidade da aquisição do sistema com ou sem a opção de mostrar também a posição geográfica do caminhão, enquanto na Mercedes-Benz o GPS sempre faz parte do pacote. O sistema alemão também pode ser instalado posteriormente nos caminhões da marca, e a partir de 2012 estará disponível para todos os modelos Mercedes-Benz.

A MAN Latin America oferece o Volksnet desde 2007 para todos os seus caminhões com motor eletrônico. O sistema tem o mesmo funcionamento dos demais, com a instalação de transmissores de dados via rede celular para uma central que recolhe, compila e coloca os dados da utilização dos caminhões na internet através de um servidor. A diferença é que o sistema é oferecido por uma empresa prestadora de serviços afiliada à MAN, a Zatix, também encarregada pela instalação dos componentes eletrônicos nos veículos. O Volksnet custa entre R$ 2.500 a R$ 3.900, com uma mensalidade de R$ 190 por cada caminhão. “Geralmente indicamos que a empresa designe um funcionário para receber e traduzir os dados dos relatórios para que o sistema possa ter sua eficiência ampliada e todas as funcionalidades exploradas”, salienta Volney Macchini, supervisor de suporte a frotistas da MAN. “A partir de 2012, todos os modelos da linha Advantech – entre eles os 19.370, 25.370 e 26.370 – serão equipados de série com o sistema”, completa Macchini.

É notável a preocupação das fabricantes em oferecer serviços que antes contratados “por fora” para as frotas de caminhões – e que muitas vezes se resumiam ao monitoramento por GPS. O aumento da complexidade dos sistemas eletrônicos dos veículos demanda maior conhecimento e especialização para realizar a instalação de componentes anexos ao funcionamento do veículo, o que torna indispensável a presença da marca no processo. Além disso, a redução do uso de combustível e a maior durabilidade do caminhão que podem ser obtidos através do monitoramento dos hábitos do motorista fazem parte dos planos dos departamentos de marketing dos fabricantes de fazer caminhões mais econômicos e “amigos do meio-ambiente”.

Veja mais: Caminhões: Proteção ao meio ambiente força mudança de hábitos
Veja também: Fabricantes chinesas começam a se instalar no Brasil de olho em mercado crescente

Marketing de Leigos - Diego Padilha Trindade

Marketing de Leigos - Diego Padilha Trindade

Bônus de fim de ano pode manter funcionários motivados e fiéis

Bônus de fim de ano pode manter funcionários motivados e fiéis

2011′s Biggest Winners and Losers in Ecommerce

2011′s Biggest Winners and Losers in Ecommerce
Erica Swallo



In-demand prod­ucts, unpar­al­leled site design and usabil­i­ty, com­pet­i­tive search engine mar­ket­ing, con­tin­u­ous inno­v­a­tive, excit­ing hol­i­day spe­cials — these are just some of the vari­ables that make up a suc­cess­ful ecom­merce busi­ness.

On the other hand, some of the top pit­falls for Inter­net retail­ers include lousy ser­vice, unin­ven­tive prod­ucts, con­fus­ing cor­po­rate mes­sag­ing and inef­fec­tive adver­tis­ing.

We’ve seen a lit­tle bit of every­thing in 2011. As the year wraps up, it’s the per­fect time to recount the ecom­merce wins and fails of 2011. Some strong hous­es con­tin­ue to dom­i­nate this year, while pre­vi­ous­ly laud­ed com­pa­nies fell a bit from grace (cough, Net­flix).

Let’s take a look at the win­ners and losers in online com­merce for 2011.

1. Win­ner: Ama­zon
AMAZON
As the world’s largest online retail­er, Ama­zon has been mak­ing great strides for years, and 2011 was a fun year to watch the com­pa­ny do its thing.

First and fore­most, Ama­zon released a refreshed line of Kin­dle prod­ucts, includ­ing the Kin­dle, Kin­dle Touch, Kin­dle Touch 3G and Kin­dle Fire tablets. Kin­dle devices con­tin­ued to fly off the shelves all year — the com­pa­ny announced last week that it was sell­ing “well over 1 mil­lion Kin­dle devices per week,” out­pac­ing the launch of the orig­i­nal iPad in early 2010.

Though it has been met with crit­i­cism (and a soft­ware update to appease frus­trat­ed cus­tomers), Ama­zon’s Kin­dle Fire tablet is the retail­er’s best­selling item ever, hav­ing only launched three months ago.

It’s not just the devices that are mak­ing waves in the mar­ket. Kin­dle books are a big deal for the com­pa­ny too. As of April, Kin­dle elec­tron­ic books began out­selling phys­i­cal books on Ama­zon. For every 100 print books Ama­zon has sold, it has sold 105 Kin­dle books.

Ama­zon also cel­e­brat­ed a num­ber of other mile­stones this year, includ­ing the intro­duc­tion of Ama­zon Deals, Cloud Play­er, the Android App Store, MyHabit.com, the ad-supported Kin­dle 3G and the Mac Down­loads Store, along with the acqui­si­tions of The Book Depos­i­to­ry and LOVE­FiLM.

2. Loser: Barnes & Noble
With the weight of its brick-and-mortar stores, Barnes & Noble looks like it’s fight­ing a los­ing bat­tle.

This year, its ecom­merce site per­formed tremen­dous­ly well. The Nook eread­er drove dig­i­tal sales. But the web­site’s increas­ing sales are no match for the total decline in rev­enue the com­pa­ny is fac­ing.

Barnes and Noble’s Novem­ber launch of the Nook tablet, the suc­ces­sor to the Nook Color, was a pos­i­tive event for the com­pa­ny — the device received cel­e­bra­to­ry reviews and online buzz.

But one can’t over­look the fact that BN.com and the house of Nook are severe­ly imped­ed by the retail stores’ extreme loss­es. Although I’d like to declare Barnes and Noble a win­ner this year for its feats in the tablet and eread­er mar­kets, I just can’t bring myself to reward medi­oc­rity.

3. Win­ner: Apple
APPLE
Apple intro­duced the iPad 2 and the iPhone 4S this year, bask­ing in the glory of a full-fledged hype mill at each launch.

The iPad 2 helped drive sales of the iPad to 40 mil­lion units, since the orig­i­nal was intro­duced.

While the world would have pre­ferred to see the iPhone 5, the iPhone 4S was received well, with record week­end sales of 4 mil­lion devices. Thanks to the iPhone 4S release, the com­pa­ny is on its way to sell­ing a record num­ber of iPhones this quar­ter.

Apple also set a new record for Mac sales in Q4 of 2011, hav­ing sold 4.89 mil­lion units.

4. Loser: HP
What is up over at HP? I can’t even begin to explain all of the hor­ri­ble prob­lems that com­pa­ny is fac­ing.

It holds top mar­ket share in the PC mar­ket, with Dell and Apple fol­low­ing suit, yet it has no idea where it’s going. To WebOS or not to WebOS? Fur­ther­more, to PC or not to PC? Those were the ques­tions Meg Whit­man final­ly helped the com­pa­ny answer after tak­ing over for con­fused HP CEO Leo Apothek­er.

After the failed HP Touch­Pad launch, the com­pa­ny is now out of the tablet busi­ness, but hopes to be back in the game by 2013. I’m sorry, that’s just sad.

5. Win­ner: Wal­mart
WALMART
In August, Mash­able‘s Christi­na War­ren declared Wal­mart’s recent­ly pur­chased online movie ser­vice Vudu a “bonafide hit.” For the first half of 2011, Vudu had 5.3% of the U.S. mar­ket, putting it in third place after behe­moth iTunes and Microsoft’s Zune Video Mar­ket­place. Vudu even eclipsed Sony PlaySta­tion Store and Ama­zon.

Although it shut down its seven-year-old MP3 music store, Vudu, along with a few other Inter­net wins, places it on my win­ning list.

The retail giant is try­ing its hand at Face­book giv­ing this hol­i­day sea­son, divvy­ing up $1.5 mil­lion of hol­i­day grants via the world’s largest social net­work with its 12 Days of Giv­ing cam­paign.

And speak­ing of social media, Wal­mart’s social media strat­e­gy is top-notch when com­pared to other large retail­ers. It pro­vides on-message, utility-focused videos on YouTube and show­cas­es a team of 15 spe­cial­ized tweet­ers via its Twit­ter chan­nel.

Admit­ted­ly, I’m not a huge fan of Wal­mart’s ani­mat­ed Frank the Fruit­cake Face­book spam, but its social strat­e­gy is going in the right direc­tion oth­er­wise.

And while we all love to dote on Ama­zon, Wal­mart is still the largest retail­er in the world by a long shot, if you count offline busi­ness; and it ranks in the top 10 for online retail.

Wal­mart still needs to work on diver­si­fy­ing its online audi­ence, though — a recent com­Score report illus­trat­ed that 83.4% of Walmart.com’s vis­i­tors came from North Amer­i­ca in June.

6. Loser: Net­flix
Much of 2011 went quite well for Net­flix, but all hell broke loose after the com­pa­ny imple­ment­ed its 60% price hike in Sep­tem­ber. Short­ly there­after, CEO Reed Hast­ings apol­o­gized and announced that the com­pa­ny would be split­ting its stream­ing video and DVD busi­ness, rebrand­ing the DVD-by-mail ser­vice as Qwik­ster. Of course, Qwik­ster sound­ed like a stu­pid idea to every­one in the com­mu­ni­ty, so that idea was qwik­ly aban­doned in Octo­ber.

As a result of all of the mad­ness and con­fu­sion, the com­pa­ny’s stock plum­met­ed and the com­pa­ny dis­closed a loss of 805,000 sub­scribers in the third quar­ter.

Hope­ful­ly for Net­flix this huge snafu will be for­got­ten in the new year — but that’s unlike­ly.

7. Win­ner: Gilt Groupe
GILT
Although it was only found­ed in 2007 and focus­es sole­ly on ecom­merce, Gilt Groupe ranks in the top 50 Inter­net retail­ers, beat­ing out house­hold names like J. Crew, Scholas­tic, Crate and Bar­rel and Amer­i­can Eagle Out­fit­ters.

Gilt Groupe has even bro­ken the record for high­est gross­ing rev­enue in Sil­i­con Alley his­to­ry.

This year has seen announce­ment after announce­ment from Gilt, show­cas­ing the com­pa­ny’s abil­i­ty to inno­v­a­tive quick­ly and to build upon its pio­neer­ing flash sale site model.

In May, Gilt raised $138 mil­lion in a round of fund­ing, bring­ing it to a total of $240 mil­lion to date.

From there, it intro­duced its online culi­nary mag­a­zine Gilt Taste, an exclu­sive Face­book com­merce offer­ing and the relaunch of Gilt Home.

In Novem­ber, Gilt Groupe began ship­ping to more than 90 addi­tion­al coun­tries (beyond its U.S. and Japan­ese oper­a­tions), mak­ing it more glob­al than ever.

Gilt also intro­duced its full-price men’s retail site, Park & Bond, in 2011, though per­for­mance is yet to be deter­mined.

8. Loser: Sony
This year was dif­fi­cult for elec­tron­ics and enter­tain­ment giant Sony. The com­pa­ny is fore­cast­ing a $1.1 bil­lion full-year loss, which would make its fourth straight annu­al net loss. So, what’s going on?

For starters, the strength­en­ing yen, the unfor­tu­nate and lengthy PlaySta­tion Net­work hack­ing affair, and declin­ing LCD TV sales put the com­pa­ny in a bad place. Besides these more pre­dictable prob­lems, Sony also faced two nat­ur­al dis­as­ters that hit its busi­ness badly, includ­ing floods in Thai­land and the Japan­ese earth­quake.

Sony, like its com­peti­tors, is fac­ing dif­fi­cul­ties adjust­ing to the ever-changing con­sumer elec­tron­ics sec­tor, and this year counts as anoth­er addi­tion to its los­ing streak.

Your Thoughts
This post out­lines some of the most buzzed about ecom­merce sto­ries of 2011. I could get into the nitty grit­ty of other com­pa­nies — after all, there are hun­dreds of other Inter­net retail­ers out there in the green and red. But I’d rather get your thoughts on the indus­try.

Let me know your thoughts about this year’s biggest ecom­merce win­ners and losers in the com­ments below.

Images cour­tesy of iStock­pho­to, desi­fo­to, Flickr, Noe­las, Wal­mart Stores

More About: ama­zon, apple, ecom­merce, fea­tures, gilt groupe, HP, Kin­dle, net­flix, nook, Opin­ion, sony, Year End 2011

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quarta-feira, 28 de dezembro de 2011

Be More Productive by Making Better Daily Choices - Ana Dutra - Harvard Business Review

Be More Productive by Making Better Daily Choices - Ana Dutra - Harvard Business Review

Google Will Change Web Marketing in 2012 - Brian Whalley - Harvard Business Review

Google Will Change Web Marketing in 2012 - Brian Whalley - Harvard Business Review

O que escrever nas mídias sociais e no blog da sua empresa

O que escrever nas mídias sociais e no blog da sua empresa


É consenso entre os profissionais de Marketing Digital falar da importância de um blog e das mídias sociais como parte essencial da estratégia online de uma empresa.

O problema é que sobram empresas que seguem o primeiro passo desse conselho, mas depois acabam não escrevendo coisas relevantes e interessantes para o seu público. Isso vai desde o extremo das empresas que só escrevem coisas na linha do “bom dia” ou “como estão?” no Twitter, até aquelas que são meio egocêntricas no seu blog, só publicando posts sobre eventos/festas na empresa, últimas aparições na mídia, novos projetos, etc.

O resultado é que esse tipos de tweets e artigos quase nunca são lidos ou compartilhados, o que faz com que o investimento de tempo e dinheiro da empresa se transforme em algo que não vai dar nenhum tipo de retorno, e isso se deve principalmente a falhas na hora de escolher o conteúdo para esses canais.

Para ajudar essas empresas a entender e repensar sua estratégia de conteúdo, trouxemos algumas das coisas que sabemos que funcionam muito bem:

Quem é seu cliente?

O primeiro passo na hora de definir o tema da sua empresa é pensar no público alvo, no comprador.  Na maioria das vezes o erro já acontece aí: muitas empresas escrevem para si próprias, não para seu público.

Ajuda muito nessa etapa a criação de “personas”, que são nada mais que um personagem que represente seu cliente típico.

Pense em perguntas como:

Quem é o meu potencial cliente? O que ele faz?
No caso de produtos B2B, qual é o tipo de empresa que compra minha solução? E qual o cargo de quem compra?
Qual o nível de instrução do meu público? Quais seus desafios e obstáculos?
Quanto de conhecimento ele já tem sobre o meu mercado? Que tipo de coisa ele se interessaria em aprender sobre o meu setor?
Que tipo de informações ele consome e em quais veículos?
Quem influencia suas decisões?
Essas perguntas vão formar o personagem. Existem empresas que levam isso muito a fundo, dando nomes e criando até mesmo bonecos com a persona.

Isso facilita na hora de lançar um novo conteúdo. Antes de escrever, é só pensar e discutir com equipe se de fato o “Joãozinho” se interessaria por isso.

Encaixando sua empresa com o interesse do público

Para a grande maioria dos negócios, é importante não cair na armadilha de perder o foco. Tentar fazer humor ou falar de coisas cotidianas que não tenham relação com o mercado pode ser interessante para algumas pessoas, mas não vai contribuir para sua empresa da melhor forma possível.

O grande segredo de um blog que gera resultados de Marketing e Vendas é encaixá-lo na forma como seu público alvo aprende sobre seu mercado ou tema do seu negócio.

Exemplificando com o nosso próprio caso: só sente a necessidade de compra de um software ou serviço de Marketing Digital quem tem interesse e busca aprender sobre o tema. Esse aprendizado costuma ocorrer de diferentes formas: palestras, livros, pesquisas no Google e recomendações de conhecidos nas mídias sociais, etc.. É exatamente aqui que encaixamos o nosso marketing: buscamos ensinar Marketing Digital produzindo conteúdo relevante através desses diferentes canais.

Como identificar os tipos de postagens que funcionam

Com o tempo sua empresa começa a identificar o que é relevante para o público e o que não é.

Se você estiver começando, no entanto, existem alguns tipos de perguntas sobre sua área que costumam atrair atenção e podem ajudar na produção (ou curadoria) de conteúdo:

O que é….?
Por que você (sua empresa) deve se importar com…?
Quais os benefícios de…?
Como fazer…?
Quais os erros mais comuns de…?
Quais as melhores práticas em…?
Além das famosas listas:

As 5 melhores formas de…
10 dicas para melhorar….
Os 8 passos para…
Por que isso funciona?

Essa tática funciona extremamente bem por diferentes motivos.

O primeiro é ser relevante para quem lê. O conteúdo que educa, ajuda ou entretém atrai a atenção de forma muito fácil do que simples propagandas, além de receber mais links e ser mais compartilhado nas mídias sociais.

O segundo é que esse tipo de conteúdo sobre o tema do mercado ajuda sua empresa a conquistar credibilidade e se posicionar como referência. Você está o tempo todo colocando seu conhecimento à prova, mostrando o quanto sabe do assunto e é confiável.  Isso é muito importante, principalmente para empresas B2B, já que o comprador tem grande responsabilidade e precisa confiar no seu fornecedor antes de realizar a compra.

E terceiro porque quanto mais seu cliente aprender sobre seu negócio, mais ele chega perto do momento ideal de compra. Isso acelera o ciclo de vendas e toma menos tempo dos vendedores.

Desenvolvendo Um Posicionamento Para Seus Produtos e Serviços - Julio Cesar S. Santos

Desenvolvendo Um Posicionamento Para Seus Produtos e Serviços - Julio Cesar S. Santos

terça-feira, 27 de dezembro de 2011

Countdown to UFC 141 Full Video for "Lesnar vs. Overeem" - MMAFrenzy.com

Countdown to UFC 141 Full Video for "Lesnar vs. Overeem" - MMAFrenzy.com

MBA para quê?

MBA para quê?

Hack Your Productivity: A Time-Management Geek's 10-Minute Solution

FC Expert Blog
Hack Your Productivity: A Time-Management Geek's 10-Minute Solution
BY FC EXPERT BLOGGER KAIHAN KRIPPENDORFFThu Dec 22, 2011
This blog is written by a member of our expert blogging community and expresses that expert's views alone.


I just had the most productive week ever. I am a bit of a time-management geek. I’ve met and interviewed some amazing entrepreneurs, CEOs, and politicians. They all have one thing in common: They achieve more in less time than the rest of us. They each follow their own system, and I’ve tried some version of every one.
But two weeks ago I tried something new. And with the early results in, it’s the clear winner. If you want to rip out of the gates in 2012 on fire, give this method a shot. It will take just 10 minutes a day.
First, let me tell you what it’s not. This is not a visioning method. In other words, this method does not imply that by envisioning an outcome--a new job, a successful fundraising meeting, winning a sale--you will realize the outcome. My first roommate, and first officemate when I joined McKinsey, was the coach of the U.S. National Rugby Team in a prior life. He shared with me that he, and many elite athletes, envision a game in minute detail before they get on the field. But just envisioning victory is not enough. You have to get on the field. This simple process stimulates both--the vision and turf, the dream and the action.
This also is not a checklist. I tried detailed checklists for a while. I brainstormed what I had to do to achieve my outcome, wrote down all the to-dos, scheduled them into my calendar, and then knocked them off one by one: work out, read the newspaper, write my dissertation. While such rigid processes can keep you on track, they also reduce your flexibility to pounce on unexpected opportunities as they appear.
And you simply cannot predict these unexpected opportunities. It reminds me of the joke that perhaps only the economists among us will laugh at. An economics professor and student are walking through campus discussing the “efficient market hypothesis.” They see a $100 bill lying on the floor. The student bends down to pick it up but the professor says, “Don’t bother. If that were a real bill it wouldn’t be there.” Along our paths we will come across unexpected opportunities, things we could never have planned for.
So what we need is both: the vision and the action. Here is my discovery. I put it together after a coaching session, reading a book on goal setting, and having 15 hours on a plane to think it through. It worked for me; perhaps it will work for you.
1. Take out a sheet of paper. 
2. Split it into six columns.
3. Title those columns “Initiatives,” “Q1,” “Q2,” “Q3,” “Q4,” and “Dec. 31, 2012” (“Q” stands for quarter, or a three-month period).
4. Under the “Initiatives” column, list the 3 to 7 initiatives or areas you will focus on next year. I wrote “Speaking,” “Consulting,” “Training,” “Fund,” “Media,” and “PhD.” These are the six areas of my career.
5. Starting with the last column, “Dec. 31, 2012,” fill in 1 to 3 outcomes you want to achieve for each initiative by the end of the year. Ask yourself, “What do I want to be true?” For example, for “Speaking,” I wrote my target keynote speaking fee and the number of speeches I want to give in 2012. For “Media,” I wrote that I want to launch my own TV show.
6. Fill in the matrix. Work backward from your year-end desired outcomes and fill in what must be true in each prior quarter. For example, if I want my speaking fee to be X, I need it to be at 80% of that the quarter before.
7. Every morning invest 10 minutes envisioning. Pull out your matrix and imagine quarter by quarter realizing your goals and see how that builds up to realizing your year-end vision. Think about what it would look and feel like to have achieved or exceeded your goals across each row. Thomas Edison supposedly did something similar, thinking about what it would feel like to have found a solution. Being attached to the feeling of victory makes you want it; wanting it makes you take the action and see the opportunities to realize it.
I created a simple strategy tracking tool, which you can find on the tools page of my website (kaihan.net).
I did this for two weeks and amazing things started happening. Because I was investing my time in the most strategically important things and ignoring the rest, I had my most productive week ever. My PhD thesis was accepted by my advisors, a key partnership to license my IP is now close to being signed, I booked two national TV appearances, the documentation for my new fund was completed and, on the personal side, I repaired our basement heating, replaced missing light bulbs, and brought my kids in for their dental checkups.
Even more important were the advances that were not on my to-do list. For example, a huge new potential partner I never contemplated appeared. And because I could recognize how this opportunity fit into my overall strategy, I could jump on it even though it was not on my “to do” list.
The daily “meditation” clears your mind, pulls you above the trees, and reconnects you with what you are building (your long-term vision). Now, imagine if you did that every day in 2012. Imagine if every week were your best week ever.
For more leadership coverage, follow us on Twitter and LinkedIn.
[Image: Flickr user padraic woods]

How Bad Plans And "Good Ideas" Ruin Meetings

How Bad Plans And "Good Ideas" Ruin Meetings
BY DAVID ALLENTue Nov 1, 2011
Does your company plan things correctly? Or are meetings unproductive due to poor planning? We continue our Leadership Hall of Fame series, a year-long look at the top business books and authors, with an excerpt from Getting Things Done (2001) by David Allen.
You're already familiar with the most brilliant and creative planner in the world: your brain. You yourself are actually a planning machine. You're planning when you get dressed, eat lunch, go to the store, or simply talk. Although the process may seem somewhat random, a quite complex series of steps in fact has to occur before your brain can make anything happen physically. Your mind goes through five steps to accomplish virtually any task.
1. Defining purpose and principles
2. Outcome visioning
3. Brainstorming
4. Organizing
5. Identifying next actions
But is the process describe above the way your committee is planning the church retreat? Is it how your IT team is approaching the new system installation? Is it how you're organizing the wedding or thinking through the potential merger? If you're like most people I interact with in a coaching or consulting capacity, the collective answer to these questions is probably not.
When the "Good Idea" Is a Bad Idea
Have you ever hear a well-intentioned manager start a meeting with the question, "OK, so who's got a good idea about this?"
What is the assumption here? Before any evaluation of what's a "good idea" can be trusted, the purpose must be clear, the vision must be well defined, and all the relevant data must have been collected (brainstormed) and analyzed (organized). "What's a good idea?" is a good question, but only when you're about 80 percent of the way through your thinking! Starting there would probably blow anyone's creative mental fuses.
Trying to approach any situation from a perspective that is not the natural way your mind operates will be difficult. People do it all the time, but it almost always engenders a lack of clarity and increased stress. In interactions with others, it opens the doors for egos, politics, and hidden agendas to take over the discussion (generally speaking, the most verbally aggressive will run the show). And if it's just you, attempting to come up with a "good idea" before defining your purpose, creating a vision, and collecting lots of initial bad ideas is likely to give you a case of creative constipation.
Let's Blame Mrs. Williams
If you're like most people in our culture, the only formal training you've ever had in planning and organizing proactively was in the fourth or fifth grade. And even if that wasn't the only education you've had in this area, it was probably the most emotionally intense (meaning it sank in the deepest).
Mrs. Williams, my fourth-grade teacher, had to teach us about organizing our thinking (it was in her lesson plans). We were going to learn to write reports. But in order to write a well-organized, successful report, what did we have to write first? That's right--an outline!
Did you ever have to do that, create an outline to begin with? Did you ever stare at a Roman numeral I at the top of your page for a torturous period of time and decide that planning and organizing ahead of time were for people very different from you? Probably.
In the end, I did learn to write outlines. I just wrote the report first, then made up an outline from the report, after the fact.
That's what most people learned about planning from our educational system. And I still see outlines done after the fact, just to please the authorities. In the business world, they're often headed "Goals" and "Objectives." But they still have very little to do with what people are doing or what they're inspired about. These documents are sitting in drawers and in e-mails somewhere, bearing little relationship to operational reality.
The Reactive Planning Model
The unnatural planning model is what most people unconsciously think of as "planning," and because it's so often artificial and irrelevant to real work, people just don't plan. At least not on the front end: they resist planning meetings, presentations, and strategic operations until the last minute.
But what happens if you don't plan ahead of time? In many cases, crisis! ("Didn't you get the tickets? I thought you were going to do that?!" Then, when the urgency of the last minute is upon you, the reactive planning model ensues.
What's the first level of focus when the stuff hits the fan? Action! Work harder! Overtime! More people! Get busier! And a lot of stressed-out people are thrown at the situation.
Then, when having a lot of busy people banging into each other doesn't resolve the situation, someone gets more sophisticated and says, "We need to get organized!" (Catching on now?) Then people draw boxes around the problem and label them. Or redraw the boxes and relabel them.
At some point they realize that just redrawing boxes isn't really doing much to solve the problem. Now someone (much more sophisticated) suggests that more creativity is needed. "Let's brainstorm!" With everyone in the room, the boss asks, "So who's got a good idea here?" (Thank you, Mrs. Williams.)
When not much happens, the boss may surmise that his staff has used up most of its internal creativity. Time to hire a consultant! Of course, if the consultant is worth his salt, at some point he is probably going to ask the big question: "So, what are you trying to do here, anyway?"
The reactive style is the reverse of the natural model. It will always come back to a top-down focus. It's not a matter of whether the natural planning will be done--just when, and at what cost.

domingo, 25 de dezembro de 2011

How to be great marketer in 2012 - top 10 tips

How to be great marketer in 2012 - top 10 tips

Comment: 1
22 December 2011
Joel Harrison
VIEW MORE BLOGS BY THIS AUTHOR
Right then: 2012. The holidays are over – it’s time to get down to business.

We’ve got to accept that economic indicators don’t look great, and it’s unlikely to be a boom year for many companies. But that doesn’t mean as marketers we have any excuses to rest on their laurels – far from it in fact; unless they are prepared to roll up our sleeves, take some tough decisions and generally get involved, marketers may find themselves in a spot of bother, as companies constantly re-evaluate their spend and personnel. In other words, to put it more succinctly, in the words of the old cliché: when the going gets tough, the tough get going.

So what does make a great marketer – particularly in the current, difficult environment? This was the question that IBM asked me recently, in a formal presentation to some of its European marketing team. My response, delivered in the form of standard slide presentation, was something like this:

In the good old days, marketers were the unsung heroes of B2B companies. They sat in the background with a low profile, keeping their heads down and getting on with pumping out campaigns, organising trade show stands, managing databases etc. Few, if any, were stars – that was left to the sales team, or the MD.

But the credit crunch plus the digital revolution created a ‘perfect storm’. The consequences for B2B marketers were more pressure, less time, less budget, more fickle clients, greater scrutiny and interference from the board, and more stressed and agitated sales and finance people.

To cope with this new environment, B2B marketers have to change. In today’s world, they must be ‘always-on’, visible, accountable, measurable, approachable: leading and innovating rather then reacting and following. And they must be willing and able to embrace new opportunities, of which there are many – including new technology, new ways of working and changes to think and act strategically. So specifically what skills and attributes does a B2B marketer need to survive and thrive in 2012? Here are my top ten. In order to succeed, B2B marketers must be:

1. A polymath – in other words, good at many things. A jack of all trades (and probably a master of a couple of those). That includes so-called ‘traditional’ and digital marketing disciplines.
2. Pragmatic – willing and able to change, responding to changing needs and demands.
3. Engaging – they must be excellent communicators, with anyone and everyone, across the organisation. That includes everyone from the boardroom to the call centre.
4. Technologically adept – analytics, automation and social media monitoring must be your new best friends.
5. Passionate – really believe in what they are doing and why, and in their brand and the organisation that they work for. Lip service won’t do.
6. Convincing – able to sell ideas and concepts, and rally others to their cause.
7. Robust – they must be able to justify and prove their decisions and actions.
8. Collaborative – able to work with other key stakeholders in the organisation, such as sales, IT and finance, where necessary.
9. Dogged and determined – able to keep going in the face of adversity.
10. Inquisitive – interested in new tools, techniques, insights and ideas. Marketing will continue to change, and practitioners must change with it.

In 2012, more than ever before, marketers must stand up to be counted. I truly believe that marketing is the organisation that has the best opportunity to deliver real and lasting change for the organisation. It’s up to individual practitioners to embrace this opportunity. For those that are up to the challenge: it will probably a tough but – for most – an ultimately rewarding year. Those that aren’t should probably leave now.

PS: if you liked this, you might also enjoy the presentation, which you can see on slideshare version here - it was labelled '2011' because it was presented in November, and it has been tweaked slightly, but the fundamentals still apply.

Why Keeping Your Employees Happy is Good for Marketing

Why Keeping Your Employees Happy is Good for Marketing

Comment: 0
20 December 2011
Adam Taylor
VIEW MORE BLOGS BY THIS AUTHOR
Spending a small amount of money on employee happiness, or tolerating some 'unproductive' times in the office can actually make your business more successful.

1) A Happy Employee Will Feel More Loyal
When your employees know that you are doing your part to make their lives better, they will have much more positive feelings towards your company. What does this mean? When crunch-time hits and you need people to work overtime your employees will be more likely to do so, as they will feel like they are repaying a favour. Happy employees are less likely to seek out another job or to take up an offer from another company. When an employee has positive feelings about your company they will go above and beyond to help the company succeed.

2) Happy Employees Are More Productive
When 5:30 comes and it is time to go home an unhappy employee will likely rush out the door, regardless of whether their work is done or not. They certainly will not go out of their way to exceed the strict duties that their job entails. When an employee enjoys their work and their workplace, they will not see it as so much of an imposition if they need to stay after hours or come in early. A great work environment has enormous impacts on employee productivity - many office providers such as Arlington Business Park Reading have realised this and incorporated it into their office space.

3) Happy Employees Work Better Together
Morale is hugely important in how well employees work, especially in group or team-based tasks. When employees are in bad moods, tempers can easily flare, leading to intra-office tensions and a poisonous environment. Happy employees are much more likely to work well together, support the other members of the team, and forge a positive, helpful and collaborative working environment.

4) Happy Employees Take Less Time Off
Stress is a major cause of employees taking unscheduled time off from work. In sever cases it can even lead to prolonged absences. Stress and unhappiness at work can also encourage employees to take more time off for colds and other minor illnesses than they might otherwise - after all, nobody wants to be in an environment that makes them feel unhappy when they are under the weather. By making your employees feel positively about their workplace you minimize absences and maximize the health and well-being of your employees.

sexta-feira, 23 de dezembro de 2011

Six Steps To Build A Social Media Strategy

Six Steps To Build A Social Media Strategy

20 December 2011
Robert Heard
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2011 has been something of a momentous year for social media. The rate in which new subscribers to sites such as Facebook, Linkedin, Twitter and YouTube continues to grow exponentially.  Even some of the more traditional industries such as Accountancy are switching on to the benefits of Linkedin according to a recent survey by Kelso Consulting (http://goo.gl/wM2vt).  

But and it is a rather big but, I wonder how many of these newbies have thought about developing a social media strategy?  What is a social media strategy I hear you say?  In a nutshell, a social media strategy is a structured means of setting goals aligned to your target audience and describes what actions and tools you will use to reach out and engage said audience and what your expected performance measures will be.   Having a social media strategy is essential if you want your time and efforts invested in social media marketing to be as successful as possible.  From my own experiences it is very easy to waste your precious time on what should have been a few minutes online only for hours to pass by and you have posted a few random updates or tweets, done a lot browsing and ultimately not achieved a great deal.  Sound familiar? 

Here are some quick steps that will have you on the path to social media marketing success

1. Be Clear About Your Objectives

Evaluate what you want from your social media participation.  Social media can and should be used for more than just marketing promotional purposes.  The emergence of "Social Business" is testimony to this and should encourage you to think of social media objectives in the wider sense such as relationship building, customer service, collaboration and market research, customer feedback and within your own organisations, engagement with employees.  The benefits from creating a social business are plentiful, greater transparency, more team orientation, a more outward facing business, a more engaged business and in most cases opportunities to reduce costs right across the business.

2. Know Your Audience

Seems obvious, but it's quite a challenge to identify your ideal target market. Sorry saying anyone and everyone is not allowed as this means your marketing is untargeted and most likely not going to be that effective.  

Start by reviewing your existing customers and try to spot the trends.  These could be related to industry type, size of business, turnover, role of purchasers/users etc.  Work out what interests they have, their age group and possibly location. All these factors should help to create an impression of your ideal client.  Building a persona of the type of client you want to engage with makes it easier to identify them online and to know which social media platforms they are using.  Quick tip, if time and resources are limited I recommend that you select only one or two social media sites to use rather than trying to spread yourself too thin across multiple platforms.

3. Share The Social Media Love

Your social media strategy needs to be applied to both existing clients and to prospects.  Connect with your clients via social media sites and start talking to them directly.  You know how powerful word of mouth marketing can be, so once you have found and engaged your clients on social media they will soon begin to share your content, re-tweet your postings and recommend you to others in their network.

Do the same with prospects and you will find any offline obstacles are not there online and you can quickly start to form a relationship that can be taken offline with a face to face meeting.  

4. Join the Conversation and Build Relationships

Keep your eyes and ears open.  Spot opportunities where you can join a conversation and begin posting comments on blogs and forums, answering questions on LinkedIn, joining groups related to your industry and joining Twitter chats.  Also begin developing relationships with influencers in your industry by following them online.

Now you have found your target audience online, use your social media time wisely.  The rule of thumb is that 80% of your offerings online should be sharing information and content that is of value and interest, the remainder can be focussed on promoting your business.  

Online people are sharing all sorts of information about their business issues, comments about competitors or they might be talking about your business.  Join the conversation where you can and respond to these situations appropriately so that you are seen to be engaging and genuinely interested.  (Tip: Social reputation management and social CRM are further areas of your social media strategy that will need development)

Don't hide behind your social media profile, you should aim to move your new online relationships offline into face to face meetings as soon as possible.  In this day of social networking we must not forget the power of real world relationships and personal interaction.

5. Test and Measure Your Results

You have set objectives and you know your ideal client, so you should be able to measure the success of your social media activity.

Get in the habit of regularly reviewing your results.  Set up a simple data collection and analysis process so you can determine what is working well and what part of your social media activity needs tweaking.  

Four common social media objectives and measures are:

Improve brand awareness across social channels: number of followers on Twitter, fans on Facebook, comments and times your brand is mentioned in blogs and forums etc

Build relationships with prospects for future lead generation:  Keep track of companies/people you have connected with.  Log whether meetings arranged offline or whether contact added to mailing list etc

Increase traffic to your website: Keep track of visitors to your website who come from your social media sites.  If you’re promoting an event using social media, consider using a unique code to track the campaign.

Increase positive sentiment and opinion about your brand: The goal is to convert the number of positive mentions while taking note of and responding to negative mentions.  Track whether the ratio of positive to negative comments improved?  

Don't expect miracles overnight, it takes time to build your connections and social credibility.  Keep measuring your results and you will be able to make the right judgement calls and learn what works and what doesn't. For instance you might need to assess whether one of your social media sites is working better than another - you can easily change tactics.

6. Integration

A final word of caution and advice.  Don't treat social media as a separate and distinct pursuit from your other marketing activity.  Look to integrate everything under an overarching marketing strategy that ties together social media along with your more traditional offline marketing and of course your digital (web and email) marketing activities.   The golden rule is consistency.  Your business and brand can not appear to be something very different on a social media site than how it appears elsewhere.  Align your goals and values and ensure that your plans are capitalising on all your marketing assets eg. does your website promote your Twitter handle, are you asking your audience to "join and like" your facebook page in your advertising etc.

Social media strategies will vary for each business and each industry.   None of us have unlimited resources to spend on meaningless endeavours and whims, so don't let your social media actions fail for lack of goals and direction.  My advice is to view social media platforms like Twitter, LinkedIn, Blogs etc as tools and tactics that tie into your social media strategy.  In other words they enable you to deliver your social media strategy.  A careful thought out plan will succeed, without one you might become overwhelmed and disillusioned very quickly by your lack of social media progress.  Please use this article as a first steps guide to your social media success.

How to be great marketer in 2012 - top 10 tips

How to be great marketer in 2012 - top 10 tips


Joel Harrison
VIEW MORE BLOGS BY THIS AUTHOR
Right then: 2012. The holidays are over – it’s time to get down to business.

We’ve got to accept that economic indicators don’t look great, and it’s unlikely to be a boom year for many companies. But that doesn’t mean as marketers we have any excuses to rest on their laurels – far from it in fact; unless they are prepared to roll up our sleeves, take some tough decisions and generally get involved, marketers may find themselves in a spot of bother, as companies constantly re-evaluate their spend and personnel. In other words, to put it more succinctly, in the words of the old cliché: when the going gets tough, the tough get going.

So what does make a great marketer – particularly in the current, difficult environment? This was the question that IBM asked me recently, in a formal presentation to some of its European marketing team. My response, delivered in the form of standard slide presentation, was something like this:

In the good old days, marketers were the unsung heroes of B2B companies. They sat in the background with a low profile, keeping their heads down and getting on with pumping out campaigns, organising trade show stands, managing databases etc. Few, if any, were stars – that was left to the sales team, or the MD.

But the credit crunch plus the digital revolution created a ‘perfect storm’. The consequences for B2B marketers were more pressure, less time, less budget, more fickle clients, greater scrutiny and interference from the board, and more stressed and agitated sales and finance people.

To cope with this new environment, B2B marketers have to change. In today’s world, they must be ‘always-on’, visible, accountable, measurable, approachable: leading and innovating rather then reacting and following. And they must be willing and able to embrace new opportunities, of which there are many – including new technology, new ways of working and changes to think and act strategically. So specifically what skills and attributes does a B2B marketer need to survive and thrive in 2012? Here are my top ten. In order to succeed, B2B marketers must be:

1. A polymath – in other words, good at many things. A jack of all trades (and probably a master of a couple of those). That includes so-called ‘traditional’ and digital marketing disciplines.
2. Pragmatic – willing and able to change, responding to changing needs and demands.
3. Engaging – they must be excellent communicators, with anyone and everyone, across the organisation. That includes everyone from the boardroom to the call centre.
4. Technologically adept – analytics, automation and social media monitoring must be your new best friends.
5. Passionate – really believe in what they are doing and why, and in their brand and the organisation that they work for. Lip service won’t do.
6. Convincing – able to sell ideas and concepts, and rally others to their cause.
7. Robust – they must be able to justify and prove their decisions and actions.
8. Collaborative – able to work with other key stakeholders in the organisation, such as sales, IT and finance, where necessary.
9. Dogged and determined – able to keep going in the face of adversity.
10. Inquisitive – interested in new tools, techniques, insights and ideas. Marketing will continue to change, and practitioners must change with it.

In 2012, more than ever before, marketers must stand up to be counted. I truly believe that marketing is the organisation that has the best opportunity to deliver real and lasting change for the organisation. It’s up to individual practitioners to embrace this opportunity. For those that are up to the challenge: it will probably a tough but – for most – an ultimately rewarding year. Those that aren’t should probably leave now.

PS: if you liked this, you might also enjoy the presentation, which you can see on slideshare version here - it was labelled '2011' because it was presented in November, and it has been tweaked slightly, but the fundamentals still apply.

LOUNGE EMPREENDEDOR: CARREIRA E EMPREGO

LOUNGE EMPREENDEDOR: CARREIRA E EMPREGO: "Há sempre um momento no tempo em que uma porta se abre e deixa entrar o futuro." Graham Green Saber o momento certo para mudar de emprego ...

How will Digital Change Small Business in 2012?

ARROW

Over the course of 2011, we wit­nessed social media and location-based ser­vices real­ly take off for small busi­ness­es — the mom and pop shops of the world con­tin­ued to get more dig­i­tal and more mobile.
As this year wraps up, we look back at the tech­no­log­i­cal advance­ments that small busi­ness­es have ben­e­fit­ed from and pre­dict how those tech­nolo­gies will affect entre­pre­neurs in 2012.

We spoke with a num­ber of small busi­ness­es to get their thoughts on how the mar­ket will con­tin­ue to adapt to chang­ing tech­nolo­gies as we move into the new year.

Based on those dis­cus­sions, here are our seven small busi­ness pre­dic­tions for 2012. Read on and let us know what you’d add to the list in the com­ments below.

1. Busi­ness­es Mine Big Data
Many of the small busi­ness own­ers we spoke with pin­point­ed 2012 as the year of big data. “Com­pa­nies are real­iz­ing that they have a lot of infor­ma­tion on their hands and will need tools to mine it, make sense of it and mon­e­tize it,” says We Are Cloud CEO Rachel Dela­cour.

“What will real­ly mat­ter for SMBs in 2012 is the fact they can, for the first time, mine their own busi­ness like the big guys, and do so quick­ly and cheaply,” Dela­cour syas. “SMBs can use pow­er­ful, high-end tools deliv­ered via their desk­top brows­er or onto their tablet for just a few dol­lars per month to see what’s hap­pen­ing with their HR, their sales, their social media engage­ment. Those SaaS tools give a one-man shop or a 50-per­son out­fit almost instant­ly the same fire­pow­er as a whole depart­ment with its own IT staff inside a multinational.”

Jeff Judge, CEO of Sig­nal, agrees. “Accord­ing to IBM, 2.5 quin­til­lion bytes of data are cre­at­ed daily, and 90% of the data in the world today was cre­at­ed with­in the past two years. 2012 is the year when small busi­ness­es start to bring togeth­er data from their web­site, cus­tomer pur­chase behav­ior, dig­i­tal mar­ket­ing cam­paigns and social media activ­i­ty around their brand to dras­ti­cal­ly impact the qual­i­ty of their dig­i­tal mar­ket­ing efforts.”

2. Web­sites Opti­mize for Tablet Com­merce
MOUSE-POINTER
For­rester Research pre­dicts mobile com­merce will grow at a com­pound annu­al growth rate of 39% through 2016, and Infi­nite Research fore­casts that tablet adop­tion will grow at a com­pound annu­al growth rate of 56% per year through 2015.

Alex Schmelkin, co-founder and pres­i­dent of Alexan­der Inter­ac­tive, believes that 2012 will bring an explo­sion of tablet com­merce. “Wide­spread adop­tion of Apple’s iPad has made it imper­a­tive for retail­ers to opti­mize their web­sites for tablet usage,” he says. “While com­pa­nies will con­tin­ue to devel­op native apps for the device, web brows­ing is the num­ber one activ­i­ty, and most t–com­merce will con­tin­ue to occur in the brows­er. Small busi­ness­es should review their sites to opti­mize for touch and fix any usabil­i­ty issues.”

Lisa A. Shorr, vice pres­i­dent of mar­ket­ing at PC Trou­bleshoot­ers, would go as far as to say that 2012 is the year that tablets take a stand in the small busi­ness arena. She explains, “Since its launch in 2010, the tablet has been used not only as a brows­ing mech­a­nism, but a true mobile busi­ness tool as well…Our clients are demand­ing more mobil­i­ty and inte­gra­tion of mobile devices for doc­u­ment shar­ing, email­ing, social media and more.”

3. Brands Become Pub­lish­ers
“Con­tent is King.” That’s an Inter­net mantra we’ve all heard way too many times, but there’s truth to it — and next year, small busi­ness­es will start to see the light.

“2012 will mark a surge in busi­ness­es not only being the pub­lish­ers of their own con­tent, but [being] dis­sem­i­na­tors as well,” says Affect Strate­gies‘ pres­i­dent and founder San­dra Fathi. “Whether it’s a com­pa­ny blog or a cor­po­rate e-newslet­ter, small busi­ness­es will focus on cre­at­ing the con­tent and devel­op­ing their own pub­lish­ing vehi­cles to get their mes­sages to mar­ket. They will bypass tra­di­tion­al media out­lets and go direct­ly to their tar­get audi­ences by cre­at­ing brand­ed niche media properties.”

4. Loy­al­ty Pro­grams Go Dig­i­tal
LOYALTY-CARDS
Who doesn’t love free stuff? Small busi­ness­es have been accom­mo­dat­ing that love for decades — each year, loy­al­ty pro­grams just keep get­ting bet­ter and eas­i­er to use.

In 2011, Foursquare and other location-based ser­vices were huge inflencers in tak­ing loy­al­ty pro­grams dig­i­tal. Small busi­ness cer­tain­ly played their part in the game, mak­ing check-ins all the more fun for con­sumers.

Next year, though, we’ll see greater adop­tion of dig­i­tal loy­al­ty pro­grams. “Punch­cards are a thing of the past,” says Doug Hard­man, CEO of Spark­Base. “Busi­ness­es will start trans­fer­ring their loy­al­ty reward pro­grams into the dig­i­tal space. This is a twofold trend to keep up with big­ger busi­ness­es such as Star­bucks and Sub­way, who have dig­i­tal reward pro­grams, and also to com­pete with daily deal sites. Small busi­ness­es want to dif­fer­en­ti­ate them­selves and offer spe­cial deals with­out hav­ing to work with Groupon or Liv­ing­So­cial. Mobile dig­i­tal loy­al­ty pro­grams allow them to do this.”

“The shift to mobile shop­ping is accel­er­at­ing as near­ly half of all shop­pers use their mobile phone to scout deals and com­pare prices,” says Hard­man. “Mobile coupon redemp­tion is fore­cast­ed to exceed $43 bil­lion glob­al­ly by 2016, and mer­chants need a way to con­nect with shop­pers [on their mobile devices].”

CEO Jeff Judge of Sig­nal agrees. He says, “The next wave of loy­al­ty pro­grams for small busi­ness­es will lever­age cus­tomer data­bas­es of pur­chase his­to­ry, mar­ket­ing cam­paign response rates and social media activ­i­ty like check-ins and brand men­tions to cus­tomize rewards to an indi­vid­ual. One only needs to look at com­pa­nies like Bel­lyflop, Stampt and Spo­tOn — and Google’s acqui­si­tion of Punchd — to see this emerg­ing already.”

5. Web­sites Inte­grate Social Login
SOCIAL MEDIA
Ian Aronovich, CEO of GovernmentAuctions.org, believes that more small busi­ness­es will inte­grate social login on their web­sites in 2011. “Social login is where you can use your Face­book, Yahoo and Google IDs [among oth­ers] to login to var­i­ous websites,” he says. “It’s quick and easy to use. Social login is great because peo­ple don’t need to cre­ate dozens of new user­names and pass­words every time they find a site that they want to use.”

Because Face­book is the most pop­u­lar social net­work and Inter­net users’ top choice for social login, small busi­ness­es may want to focus ini­tial efforts on the plat­form. “A study by Social Labs shows that 50% of ecom­merce vis­i­tors are logged in to Face­book simultaneously,” says mar­ket­ing man­ag­er Alan­na Fran­cis of Blue Foun­tain Media. “This means that with Face­book Open Graph inte­gra­tion, small busi­ness­es can show cus­tomers rec­om­men­da­tions and Likes from their social cir­cles. Since many retail­ers have shown that social rein­force­ment increas­es sales, small busi­ness­es will want to con­sid­er this strat­e­gy in 2012.”

6. Busi­ness­es Pull Back on Daily Deal Spend
Daily deal sites like Groupon and Liv­ing­So­cial brought lots of excite­ment in 2011. While we saw a lot of small busi­ness­es suc­cess sto­ries in the group buy­ing space, we also heard of a num­ber of dis­as­ters, includ­ing the story of a baker who almost went out of busi­ness after run­ning a Groupon deal. For small busi­ness­es run­ning on low mar­gins, daily deals aren’t worth it.

“The daily deals tal­lies on cus­tomer reten­tion and prof­itabil­i­ty con­tin­ue to be ugly for merchants,” says Tarek Pertew, co-founder of Par­rut. A recent Rice Uni­ver­si­ty study sug­gests that near­ly half of all mer­chants are mak­ing money on deals. And with Groupon’s own data sug­gest­ing that only 22% of cus­tomers are com­ing back, we [at Par­rut] assume that a sig­nif­i­cant pull­back is due. That said, the daily deal busi­ness is evolv­ing, and it’ll cer­tain­ly be a major out­let for lead gen spend going for­ward. At the same time, we think small busi­ness­es used daily deals as a ‘gate­way’ to social mar­ket­ing, but will now focus on their own con­tent and other tech­nolo­gies which give them more con­trol over sus­tain­able growth and profit.”

7. Sched­ul­ing Con­tin­ues to Go Cloud
SCHEDULE=BOOK
Jerry Net­tuno, founder and CEO of Schedulic­i­ty, may be a lit­tle biased, but we like where his head’s at. “The appoint­ment book is dead,” he says. “The busi­ness sec­tor as a whole has seen a shift to automa­tion. The suc­cess of sites like Schedulic­i­ty, OpenTable and Zoc­Doc only rein­force the idea that the tra­di­tion­al pen and paper appoint­ment book may see its demise in 2012. The num­ber of online appoint­ments is grow­ing expo­nen­tial­ly, as Schedulic­i­ty alone has seen near­ly 7 mil­lion appoint­ments booked online since mid-2009. Over the next two to five years, the phys­i­cal appoint­ment book will be gone alto­geth­er and replaced with online counterparts.”

In 2010, Seattle-based Emer­son Salon, sourced 75% of its busi­ness from Twit­ter, Face­book and its blog, great­ly due to its online book­ing options and social media savvy. Other small busi­ness­es should take note and move towards dig­i­tal sched­ul­ing in 2012.

sexta-feira, 16 de dezembro de 2011

Carga tributária pode extinguir profissão de caminhoneiro

Carga tributária pode extinguir profissão

Publicada em 13/12/2011.
Na última semana, em São Paulo, o presidente do Sindicato dos Transportadores Autônomos de Cargas (Sinditac), Carlos Alberto Dahmer, esteve reunido com a categoria para discutir, dentre outras coisas, a questão do aumento da ausência da incidência do Imposto de Renda sobre os caminhoneiros autônomos. "Somente em Ijuí, a somatória de caminhoneiros autônomos resulta em 7 mil com registro na ANTT. Isso foi uma surpresa, pois num primeiro levantamento tínhamos pouco mais de 2 mil caminhoneiros autônomos", destacou.
A reuniu teve a participação de 12 Estados que discutiram a questão do óleo diesel, tabela mínima de frete, hospedagem, segurança e a carta frete que também precisa ser regulamentada. Entretanto, a questão do Imposto de Renda foi a principal questão discutida por conta que com a nova legislação. A entrada da carta frete em vigor, aliada ao conhecimento de frete eletrônico e a nota fiscal eletrônica, vai proporcionar à Receita Federal a realização do fechamento dessas contas. "A tributação que tem um caminhoneiro autônomo hoje é de 40% sobre o rendimento do faturamento que tiver um caminhoneiro. Por exemplo, uma carreta de 30 toneladas que fature R$ 25 mil mensais, nas atuais condições vai pagar mais de R$ 2 mil mensais de IR, ou seja, é uma alíquota que não tem como sobreviver", frisou.
Dahmer comenta que se isso não for mudado, para 2013 os caminhoneiros autônomos podem enfrentar uma grande crise. "Por isso, já estamos pleiteando pela redução dessa alíquota, solicitando uma mudança na lei para reduzir a tributação para 20% e ainda reduzindo em camadas de faturamento, chegando a menos", comentou. Uma audiência foi marcada para hoje com o presidente da CGTB, para solicitar a viabilidade da colocação de um projeto de lei que venha atender a questão da redução da tributação, que é fundamental para a continuidade da profissão.
Além da proposta de redução dos 20%, o presidente do Sinditac comentou que será realizada ainda a proposta do livro caixa para os profissionais liberais, o que diminuiria ainda mais a contribuição.

FleetCor Buying Fuel Card Firm From Arval Group

FleetCor Buying Fuel Card Firm From Arval Group
Written By Steve Gelsi
Published December 13, 2011
MarketWatch Pulse
NEW YORK –  FleetCor Technologies Inc. on Tuesday said it paid $304 million to buy AllStar Business Solutions Ltd. from Arval Group. AllStar is a global provider of fuel cards and payment products for businesses. FleetCor expects the deal to add to earnings and revenue in 2012.
Copyright © 2011 MarketWatch, Inc.


Read more: http://www.foxbusiness.com/markets/2011/12/13/fleetcor-buying-fuel-card-firm-from-arval-group/#ixzz1gkUmCrId

Pesquisas de clima organizacional analisam satisfação e comprometimento do colaborador

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Entendendo o setor de combustíveis - Carlos Giordano Júnior

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USUÁRIOS TICKET TÊM 12% DE DESCONTO NA DAFRA MOTOS

USUÁRIOS TICKET TÊM 12% DE DESCONTO NA DAFRA MOTOS
Cintlena
por­tal Max­press 09/12/2011 – re­lea­se CDI Comunicação Cor­po­ra­ti­va

Com o trânsito cada vez pior, com­prar uma moto pode ser uma boa pe­di­da. Pen­san­do nisso, o Be­ne­fí­cio Club e a Dafra Motos ofe­re­cem aos usuá­rios dos pro­du­tos Ti­cket (Ti­cket Res­tau­ran­te, Ti­cket Alimentação, Ti­cket Car, Ti­cket Trans­por­te e Ti­cket Frete) des­con­to de 12% na com­pra de di­ver­sos mo­de­los de motos como: Kan­sas 150, Apa­che 150, City­com 300i, Zig+, entre ou­tras.

Para des­fru­tar dessa super promoção, os as­so­cia­dos do clube de van­ta­gens devem aces­sar o site www.beneficioclub.com.br, en­trar no am­bien­te “usuá­rio”, e cli­car na promoção da Dafra Motos para aces­sar o site e se­guir todos os pas­sos para ad­qui­rir a sua super moto. Dú­vi­das podem ser en­via­das para vendas.direta@daframotos.com.br.

O Be­ne­fí­cio Club é o clube de van­ta­gens da Ti­cket, uma das em­pre­sas Eden­red no Bra­sil. No ar desde julho de 2008, está pre­sen­te em qua­tor­ze paí­ses. Em 2011, já foram mais de 600 promoções ca­das­tra­das, nú­me­ro 66% maior em comparação ao ano an­te­rior. Ao todo, mais de dois milhões de pes­soas já foram be­ne­fi­cia­das pelo clube de van­ta­gens.

Sobre a Ti­cket

Pre­sen­te no Bra­sil desde 1976, a Ti­cket con­quis­tou a liderança his­tó­ri­ca do setor de refeição-convênio, com o Ti­cket Res­tau­ran­te. Nes­tes 35 anos no País, a em­pre­sa tam­bém am­pliou seu leque de atuação, com o lançamento de pro­du­tos inova­do­res como o Ti­cket Alimentação, Ti­cket Car, Ti­cket Frete e Ti­cket Trans­por­te.

Com abrangência na­cio­nal, a Ti­cket aten­de a 57 mil empresas-clientes e mais de 5 milhões de usuá­rios, com 4,2 milhões de cartões eletrônicos em operação acei­tos em uma rede de 320 mil es­ta­be­le­ci­men­tos cre­den­cia­dos em 4,8 mil mu­ni­cí­pios bra­si­lei­ros.

A Ti­cket é uma em­pre­sa Eden­red – que in­te­gra as em­pre­sas Ti­cket e Ac­cen­tiv´ Mi­mé­ti­ca.

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Carta Frete não deixara saudades

Carreteiros que recebiam carta-frete como pagamento, para depois trocá-la por dinheiro em posto de serviço, onde deixavam parte do valor na compra de combustível, comemoram a chegada dos novos tempos, com recebimento do valor do frete por meio eletrônico e sem intermediários

Texto Elizabete Vasconcelos


A opinião é unânime. É raro encontrar um motorista autônomo que gosta de ter o transporte de cargas quitado por meio da carta-frete. Talvez por isso, o fim definitivo desta forma de pagamento, utilizada por mais de 50 anos em todo o Brasil, esteja sendo tão comemorado pela categoria. Por conta das mudanças, a partir de janeiro do próximo ano, o carreteiro que for pego carregando a carta-frete poderá ser multado em R$ 550,00, e o transportador responsável pelo pagamento do transporte em 100% do valor do frete, com mínimo de R$ 550,00 e máximo de R$ 10.500, conforme disposto na resolução nº 3.658/11, da ANTT (Agência Nacional de Transporte Terrestre).


José de Oliveira Nascimento diz que desistia de trabalhos quando o mesmo era pago com a carta-frete
Entre os motoristas, a medida é bem vinda. O estradeiro José de Oliveira Nascimento, de 58 anos - 16 deles vividos nas rodovias do País -, por exemplo, diz que tentou sempre não ter o frete pago por meio deste sistema. "Eu desistia quando era carta-frete. Além de nem todo o posto receber a tal carta, o diesel ficava muito mais caro. Nunca valeu a pena", comenta. Na sua opinião, entre as opções oferecidas pela ANTT a melhor forma para receber o pagamento pelo seu trabalho é o depósito em conta-bancária. Para ele, assim como a carta-frete "os cartões não são aceitos em todos os estabelecimentos comerciais".


Há 25 anos na estrada, Sirinei Fernandes da Costa relata que operou poucas vezes com o documento. Mas mesmo assim, prefere receber o frete com cartão
Em compensação, na opinião do carreteiro Sirinei Fernandes da Costa, de 70 anos de idade e 25 na estrada, o cartão é a melhor forma para receber o frete. "Depósito em conta não é bom, porque acaba demorando muito. Você faz o transporte e o pagamento é colocado na sua conta bancária muito tempo depois", argumenta. Outro motorista que elegeu o cartão como a melhor forma de pagamento é Sérgio Magalhães, de 46 anos e mais de 20 de profissão. "O depósito acaba demorando muito, o cheque pode estar sem fundo, por isso o cartão é a melhor opção para mim", avalia. O gaúcho Sebastião dos Santos, 48 anos e há 15 de profissão, destaca que a carta-frete sempre foi muito ruim, pois limitava e encarecia o abastecimento do caminhão. Por isso, na sua avaliação, entre as atuais opções para o pagamento do transporte o cartão é também o mais prático. "Se você precisa de dinheiro é só ir a um banco, ou então usá-lo direto no estabelecimento", destaca.


Na avaliação de Sérgio Magalhães o depósito não é bom pois depende do contratante do frete, por isso pode demorar muito para ser realizado Sebastião dos Santos, acredita que a carta-frete limitava e encarecia o abastecimento do caminhão
Doraí Rosa Nunes, do Sul de Minas Gerais, de 36 anos e 18 na estrada, acredita que devido aos baixos valores pagos pelo transporte de carga, a carta-frete acabou ficando ainda mais prejudicial ao motorista. "Tem muito frete a disposição, mas os valores em geral não compensam. São muito baixos. Imagina se você ainda acaba pagando mais caro para abastecer? Isso complica muito mais nossa vida. Hoje, quando um frete está com um valor bom, muitas empresas pagam com cheque. Mas cartão ou o depósito em conta pra mim é muito melhor", garante. Há três anos na profissão, Caio Cesar Rodrigues, de 21 anos de idade, concorda com o colega e também acrescenta a dificuldade para se conseguir um frete. Segundo ele, boa parte da oferta está com valor muito baixo, e associa que acabar com a carta-frete é a melhor coisa. "A gente já não tem recebido muito pelos fretes, se ficar boa parte nos postos, aí é que não vale a pena mesmo. A carta-frete demorou para ser extinta", comemora.


Para Doraí Rosa Nunes a carta-frete ficou ainda mais inviável com a queda nos valores recebidos pelo transporte de carga
Com 25 anos de experiência no trecho, Geraldo Marinho de Carvalho, 43 anos, relata que tinha muita dificuldade para trocar a carta-frete. "Nem todos os postos aceitavam, por isso acabávamos perdendo muito dinheiro", ressalta. Entretanto, agora ele garante que já está preparado para as novas formas de recebimento, pois além da conta bancária aberta em seu nome ele já possui o cartão pré-pago. "Esses novos modos de pagamento são muito melhores", destaca.


Mesmo com apenas três anos na profissão, Caio Cesar Rodrigues diz que a carta-frete demorou para ser extinta
Na opinião do catarinense Pedro Paulo Martins, 44 anos e 12 na profissão, a carta-frete nunca trouxe vantagem alguma para o carreteiro. "Só era bom para a empresa dona da carga e o proprietário do posto, porque para o carreteiro sempre foi algo muito ruim". Na opinião dele, entre o depósito e o cartão, ele prefere o segundo, pois pensa que o depósito "fica a Deus dará". Entretanto, afirma que boa parte dos fretes que realiza atualmente são pagos com cheque. BOX Fiscalização COMEÇA EM JANEIRO No dia 21 de outubro de 2011, a ANTT publicou no Diário Oficial da União a Resolução nº 3.731, que determina a extensão do prazo da adequação ao novo sistema do pagamento de frete. O texto alterou o artigo 34 da Resolução nº 3.658/11, de abril de 2011, e prorrogou para mais 90 dias o prazo - antes estipulado em 180 dias - para a fiscalização com fins educativos. Dessa forma, o prazo para iniciar a fiscalização da carta-frete, passaria a valer a partir de 24 de outubro foi estendido para 23 de janeiro de 2012.


O motorista Geraldo Marinho de Carvalho garante já estar preparado para as novas formas de recebimento
Questionada sobre o motivo da prorrogação do prazo, a agência reguladora justificou que a medida foi decorrente de solicitação do próprio setor e da necessidade de repor o período educativo inicial, dado que as empresas administradoras de pagamento eletrônico de frete, homologadas pela ANTT, começaram a operar somente em 27 de setembro de 2011, reduzindo o prazo de 180 dias da campanha educativa para menos de 30 dias. Portanto, o prazo da fiscalização educativa foi prorrogado por mais 90 dias, começando a aplicação das penalidades a partir do dia 23 de janeiro de 2012. Vale ressaltar que a denúncia do carreteiro é muito importante para que a lei seja cumprida. Para isso, a ANTT coloca a disposição do motorista a central de atendimento: 0800-610300.


O carreteiro Pedro Paulo Martins acredita que o depósito não é bom, pois a empresa pode demorar para realizar o pagamento
 

Gestão da inovação é gestão do risco (II)

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domingo, 4 de dezembro de 2011

Business to Mobile...to Business: The Stakes are High

Business to Mobile...to Business: The Stakes are High

One edge that very few B2B companies are ‘pushing’ at the present time is that which is gained by deploying a mobile website - this despite the fact that it is an edge which is getting sharper, deeper and in all respects more important with each week that passes.

So what exactly is a mobile website? A mobile website is a dedicated site developed for mobile, meaning it is optimised so it can be displayed on any internet-enabled device – from the latest smartphones to tablets and low-end feature phones. And in today’s world, where mobile internet use is skyrocketing and people are increasingly turning to their phones for quick information on the go, providing this material in an easily accessible format can be the difference between a prospect browsing the site for more information, or leaving for a potential competitor’s easier-to-browse site.

The increasing importance of having a separate mobile website that is not just a carbon copy of your traditional website has come about due to the convergence of a number of trends. First amongst these trends is the rise of ‘remote working’; while the phrase is primarily used to refer to the practice of working outside of the office via a laptop rather than on a handheld mobile device, the trend has brought about a cultural shift amongst business people so that the office is no longer seen as the only place to work and/or make important decisions. Another, more obvious reason, for the increasing importance of mobile websites to B2B companies is the rapid take-up of smartphones amongst the general population and business-people in particular – rapid take-up which has partly been driven by companies proactively provisioning their employees with smartphone devices – and also by employees using their own devices for work. Finally, mobile websites have become a necessity as the mobile technologies surrounding them have become increasingly fragmented; with employees, customers and partners using a wide range of devices, platforms and operating systems to do business, offering a mobile website has become the easiest and most cost-effective approach for a B2B company to reach the widest number of people over mobile (compared to developing an app, for example).

The significance of these converging trends is strikingly conveyed by research conducted by Google/Forbes released earlier this year. The research, which polled 300+ executives at companies with turnovers of >$500m, found that 59 per cent of respondents would rather make a business-related purchase over the mobile web than over the phone, 65 per cent are comfortable making a business-related purchase on a mobile device and 79 per cent are comfortable providing business contact information to a mobile website. Crucially, 44 per cent of executives told researchers that they expected a smartphone or a tablet to be their primary device for business by 2013. These numbers demonstrate the kind of competitive edge that B2B marketers are giving up if they continue to operate without a mobile website or put off the development of one. And yet, the most cursory of research is enough to reveal that, unlike B2C brands with well-established mobile offerings, most B2B companies are indeed not capitalising on this opportunity.

This is all the more surprising when you consider that it is not difficult to envisage situations in which a B2B company would benefit from having a mobile website: potential customers could investigate (and eventually make) purchases, investors could look up company information and job seekers could search for new positions.

Needless to say, for companies who don’t want to be left behind by what we’re calling ‘the big flip’ (to mobile), simply having a mobile website will not be enough. That mobile website must also get the job—whatever it is—done. Research recently conducted by Jakob Nielsen, probably the world’s foremost website usability expert, led him to conclude that “the user experience of mobile websites and apps has improved...but we still have far to go.” For B2B companies thinking of launching their own mobile websites this is a salutary warning that they must do more than simply extend their existing sites – they must enhance them as well. Enhancement means understanding the site’s prospective users and their needs, and building the site around the content those users want and expect. It also means shaping the user journey through the site , so that users’ patience is not exhausted by having to spend many minutes jumping around trying to find whatever it is they are after. For the same reasons text needs to be concise and graphics used sparingly.

Equally importantly, B2B companies looking to benefit from mobile need to make sure it is seamlessly integrated with their other systems and activities (e.g. alluded to in their other marketing materials). A key part of this is making sure the site is hosted on a good platform so it is easy for marketers to update with new information regularly (from product specs to case studies) and most importantly, easy for potential customers to use.

This list of challenges is by no means exhaustive. However, if I have demonstrated that building a mobile website is a potentially complex undertaking, I hope I have also shown that it is an extremely necessary one and an essential part of an organization’s overall mobile strategy.

Earlier on I spoke about a mobile website as a business ‘edge’. However, in a year’s time I predict it will be so commonplace to have one that it will no longer be just an edge – it will be the price of admission—the ante—to get into the game at all. When that happens, business-to-mobile-to-business will be the new business-to-business.

Eike Batista ensina a ser empreendedor em novo livro

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The First Edenred Investor Day Poised to Conquer 2012

The First Edenred Investor Day Poised to Conquer 2012
 
PARIS, November 29, 2011
Growth built on innovation
On its first Investor Day, Edenred is providing a detailed look at the two core components of its "Conquer 2012" strategy:
Continue to drive organic issue volume growth in the core business, in particular by creating and deploying new solutions.

Edenred is focusing on four drivers to achieve its issue volume organic growth objective of 6% to 14% per year:
Increase penetration rates in existing markets in order to drive up issue volume by 2% to 5%.
Create new solutions and deploy existing ones, gradually ramping up to achieve 2% to 4% annual growth after 2012 once the organization and resources needed to launch and deploy innovative solutions have been implemented.
Extend geographical coverage, ramping up in six to eight new countries between now and 2016, which will add 1% to 2% to issue volume growth after 2014.
Increase face values with the aim of lifting issue volume by 1% to 3%.
In addition to leveraging these four organic growth drivers, the Group will carry out targeted acquisitions that will be quickly accretive to earnings, thereby consolidating its leadership position in existing markets.
Accelerate the transition to digital solutions, paving the way for new growth opportunities.
Stepping up the digital transition will enable the Group to achieve electronic issue volume of 50% in 2012 versus 34% at end-2010. By 2016, more than 70% of Group issue volume will be in digital format.
For Edenred, whose business model combines robust growth and significant cash flow generation, the "Conquer 2012" objectives are in line with a long-term strategy to ensure that the Group enjoys strong, steady growth in the years beyond 2016.
Jacques Stern, Chief Executive Officer of Edenred, said:
"Fifty years after the invention of the Ticket Restaurant® meal voucher, Edenred today offers a wide range of solutions that make employees' lives easier and improve the efficiency of organizations.We are the world leader in corporate prepaid services, with operations in emerging markets as well as in developed countries.
"Our ambition is to become the referent partner for clients, affiliates, beneficiaries and public institutions.Driven by this ambition, we are focusing on building differentiated solutions and delivering high quality service by listening to our stakeholders in order to better understand their needs.
"In this way, the Group will enjoy strong, steady growth over the long term."
CREATING AND ROLLING OUT SOLUTIONS IN THE PREPAID MARKET
Edenred is today positioned as the world leader in prepaid corporate services market, which estimated size is €121 billion. In 2010, Edenred generated €13.9 billion, offering three types of solutions:
Employee benefits (87% of issue volume)
Expense management (8% of issue volume)
Incentive and rewards (3% of issue volume)
The Group also develops solutions for public institutions (1% of issue volume), a market that represents approximately €116 billion.
The strategy for developing the offer in the years ahead will focus on corporate and government solutions and will target four key priorities:
 
  A. Strengthening the Group's leadership in Employee Benefits
This priority relates not only to emerging markets, where governments are developing social policies that more effectively share the benefits of growth, but also to developed countries, where businesses and governments are looking to meet more specific needs in such areas as childcare, transportation, cultural and sports activities and the environment.
In 2010, issue volume rose by 11% for our 31 meal and food benefits solutions and by 18% (like for like) for our 38 quality of life benefits solutions.
To increase the pace of growth in Employee Benefits, 11 new solutions will be launched in second-half 2011 and 2012, building on the 69 solutions that existed at year-end 2010.
 
  B. Accelerating the conquest of new growth markets in Expense Management
Edenred has recognized expertise and leadership in Latin America in this segment thanks to Ticket Car, which has been deployed in the market for more than ten years.
Issue volume for Expense Management solutions was up 17% like-for-like in 2010.
The Group intends to step up the deployment of integrated, high value-added offers in the market's two main segments: Fuel/Fleet management[1] and Travel/Entertainment expense management[2]. These solutions are intended to meet the needs of companies looking to more effectively control their business expenses and streamline procedures.
Nine solutions have been launched this year or are currently being developed , joining the Group's 16 existing solutions. One of them is Ticket Frete[3], introduced in Brazil in November 2011 , which represents a potential market worth €23 billion. Targeting a very broad customer base, this solution will be an important issue volume growth driver in Brazil, beginning in 2012. In Europe, the launch of competitively differentiating solutions like Ticket Clean Way EPI[4] in France (creating a foothold in a niche market with a potential value of €128 million) illustrates the Group's capacity for innovation and program customization.
 
  C. Deploying Incentive and rewards solutions
The development of incentive, motivation, loyalty and promotion services, which may be combined with rewards programs, extends the range of existing solutions in Edenred's main countries and enables the Group to propose an integrated, differentiated offer for all stakeholders. The segment has grown by 7%, like-for-like, compared with 2010.
 
  D. Developing a Public Social Programs offer
This priority concerns countries in which Edenred already operates and where the Group can leverage existing solutions, platforms and networks. These programs are designed to meet the needs of public institutions looking to improve the control and traceability of allocated funds.
 
The faster development and deployment of new solutions in 2011 and 2012 is intended to drive issue volume growth of 2% to 4% a year after 2012 . Little additional expenditure will be needed to create the solutions, which will be deployed via existing in-house platforms. Their gradual ramp-up will involve extra development and launch costs estimated at approximately €3 million in 2011 and €4 million in 2012 .
This capacity for innovation will enable Edenred to maintain a pattern of sustained, long-term growth, in line with its target of annual organic issue volume growth of 6% to 14% .

THE DIGITAL TRANSITION STRATEGY
The second priority of the "Conquer 2012" strategy is the transition to digital solutions. This represents an important technological turning point for all stakeholders in the Edenred business model - clients, affiliates, beneficiaries and public authorities - that want to cut costs, optimize processes, get convenient and simple solutions, and ensure the control and traceability of dedicated funds.
As a growth step up, the digital transition plays a key role in increasing issue volume, both by making deployment more efficient and by creating new capacity for innovation.
Over the long term, the digital transition will strengthen Edenred's business model by improving its ability to:
Generate additional revenue from affiliates, clients and beneficiaries, to offset the post-transition reduction in revenue from lost and expired products, thereby ensuring the stability of the take-up-rate[5].
Reduce the cost structure by around 5% to 10%, mainly by lowering production and logistics expenses.

Once the transition is complete, Edenred is aiming for an operating flow-through ratio[6] of more than 50%.
Moreover, the increase in issue volume will offset the impact of 10% to 15% shorter float[7] holding periods (based on estimates for a 100% shift from paper to digital programs), thereby increasing the float value.

Deployment is now moving forward at a faster pace, leading to extra operating costs of approximately €10million to €15million a year in 2011 and 2012. However, no additional investment is planned beyond the recurring envelop set by the Group of €30 million to €40 million a year.
Based on this faster deployment, Edenred is confirming its goal of generating 50% of issue volume via paperless solutions by year-end 2012 and more than 70% by 2016.  
By the end of the year, the Group expects paperless issue volume to account for 41% of the total (versus 34% at year-end 2010), thanks in particular to Latin America, the most advanced region in this segment, where digital solutions are expected to represent 71% of the total by the end of the year.
The transition is underway in Europe, where paperless solutions should account for around 10% of issue volume by the end of the year. In this regard, the in-house authorization and redemption platform operated by PrePay Solutions, which partners with MasterCard in Europe, represents a considerable competitive advantage for the Group. Capable of connecting to the payment terminals installed at affiliated merchants by local and international acquirers or payment networks[8], PrePay Solutions will in time process all digital transactions in Europe while also contributing to Edenred's innovation drive. With ten years' experience in the business and with partners such as PayPal and Orange, PrePay Solutions has earned recognition as a vanguard innovator in prepaid technologies, in particular through its contactless mobile solutions and e-wallet offers.  
OUTLOOK: "Invent 2016"
After setting up the necessary resources to thrive as a standalone company ("Win 2010"), and systematically deploying its expertise while accelerating the digital transition ("Conquer 2012"), Edenred is now preparing to penetrate new markets in order to "Invent 2016". The digital transition will help the Group to improve its knowledge of stakeholders, allowing it to offer customized, high value-added services to clients, affiliates and beneficiaries alike.
Edenred's objective is to continue to deliver strong sustainable growth by achieving operational excellence and offering differentiated solutions aligned with the needs of all its stakeholders.
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Edenred, which invented the Ticket Restaurant® meal voucher and is the world leader in prepaid corporate services, designs and delivers solutions that make employees' lives easier and improve the efficiency of organizations.
By ensuring that allocated funds are used as intended, these solutions enable companies to more effectively manage their:
Employee benefits  (Ticket Restaurant®, Ticket Alimentación, Ticket CESU, Childcare Vouchers, etc.).
Expense management process  (Ticket Car, Ticket Cleanway, etc.)
Incentive and rewards programs  (Ticket Compliments, Ticket Kadéos, etc.).
The Group also supports public institutions in managing their social programs.
Listed on the NYSE Euronext Paris stock exchange, Edenred operates in 40 countries, with 6,000 employees, nearly 530,000 companies and public sector clients, 1.2 million affiliated merchants and 34.5 million beneficiaries.In 2010, total issue volume amounted to €13.9 billion, of which 55% was generated in emerging markets.
Ticket Restaurant® and all other tradenames of Edenred products and services are registered trademarks of Edenred SA.
    
1. Fuel and maintenance costs incurred in connection with the business use of a car or truck. In this case, the affiliated merchant network consists mainly of gas stations.
2. Expenses incurred during business travel (train or plane tickets, hotel bills, etc.) In this case, the acceptance network may comprise all types of merchants.
3. Business expense management system for individual truck drivers, developed in response to new Brazilian regulations introduced in November 2011 whose application will become compulsory in May 2012.
4. A solution for managing corporate uniforms cleaning costs, including protective equipment which has been governed by specific European regulations since November 2011.
5. Ratio of operating revenue with issue volume to issue volume
6. Ratio between the like-for-like change in operating EBIT and the like-for-like change in operating revenue.
7. Negative working capital requirement
8. Such as MasterCard

SOURCE Edenred