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What is Copyright? (Small Business Management)



What is Copyright?

Copyright is a form of legal protection provided to those who create original works. Under the 1976 Copyright Act (United States), the copyright owner has the exclusive right to reproduce, adapt, distribute, publicly perform and publicly display the work. Any or all of these rights can be licensed, sold or donated to another party. One does not need to register a work with the U.S. Copyright Office for it to be automatically protected by copyright law (registration does have benefits - but we won’t be covering those in this article).

Copyright laws around the world can differ in significant ways. Most countries are signatories to various International treaties and agreements governing copyright protection (such as the Berne Copyright Convention). Under the Berne Copyright Convention, if your work is protected by copyright in your own country, then your work is protected by copyright in every other country that signed the Berne Copyright Convention.

What does Copyright protect?

Copyright protects works such as poetry, movies, writing, music, video games, videos, plays, paintings, sheet music, recorded music performances, novels, software code, sculptures, photographs, choreography, and architectural designs.

To be protected by copyright, a work must be “fixed in a tangible medium of expression.” This means that the work must exist in physical form for at least some period of time. A tangible medium includes paper (even a napkin will do!) and digital forms of storage. Additionally, the work must be original. It doesn’t matter if the work is similar to existing works, and copyright law is blind to whether the work is good or bad - so long as the work is original, it is protected by copyright. Finally, a work must be the result of at least some creative effort by the author.

Copyright doesn’t protect an idea, system or process (you would need to obtain patent protection for those). So, for example, if your small business is creating software programs, you would generally be unable to protect under copyright law the algorithms, methods, systems, ideas or functions of software (your code, however, is protected – nobody can sell or distribute your code without your permission).

 

How Long Does a Copyright Last?

For works created after January 1, 1978, copyright protection lasts for the life of the author plus an additional 70 years. For an anonymous work or a work made for hire (we’ll talk about that in a later post), the copyright lasts for 95 years from the year of its first publication or a term of 120 years from the year of its creation, whichever expires first. For works first published prior to 1978, the term will vary depending on a number of factors.

What Should Small Businesses Do To Avoid Violating Copyright Law?

Here are five practical things you should do to make sure you don’t violate copyright law:

1. Don’t copy material just because you don’t see a copyright symbol. Since 1978, U.S. copyright law has not required that the copyright owner post a copyright notice with their work. That means that any work reduced to a tangible form (paper or digital, for example), is automatically protected by copyright.

2. Respect Creative Commons licenses. Creative Commons is a powerful framework that works alongside copyright law, but don’t confuse Creative Commons with “free for the taking.” There are a number of different types of Creative Commons licenses and you should review the specific license before you use something protected by Creative Commons. For example, when searching for images on Flickr to include in my blog posts, I always search for images licensed under Creative Commons and available for commercial use.

3. Don’t use works created by someone else merely because you can’t find any copyright restrictions or the author’s identity. Merely because you don’t know who created a work doesn’t give you the right to use that work. This is commonly abused when people do a search - on Google, for example - for images and use an image they’ve found in an article, blog post, or design.

4. Define Copyright Ownership. When you hire independent contractors to create work for you, consider including “work-for-hire” provisions in your legal agreement with your independent contractor (more about this in a later post) or provisions that transfer the ownership of the work created by those contractors - or at the very least, a license to use - to you and/or your company.

5. Understand the Permitted and Prohibited Uses Under a Copyright License.When you buy or use stock photos or other materials protected by copyright in your marketing materials, advertising, or as part of your website, pay attention to what you are and are not permitted to do with that work. For example, stock photos from sites like iStockphoto and Shutterstock are protected by specific licenses which restrict the uses for those photos and prohibit, among other things, use of stock for logo design. Don’t assume that a license gives you unlimited rights - it most likely does not.

In a later post, we’ll talk about more advanced copyright issues, including what to do if someone violates your copyright. And If there are other small business legal issues you’re interested in reading about, please leave a comment and let me know.

Please remember that legal information is not the same as legal advice. This post may not address all relevant business or legal issues that are unique to your situation and you should always seek legal advice from a licensed attorney.

image credit: MikeBlogs


Thank you


Pratik

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Filed under  //   Business   Entrepreneurship   Start-ups  
Posted November 30, 2009 by Pratik Gandhi 
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A Case Study on a Leader on the Basis of three ‘Leadership Theories’

·          Abstract

 

                A Leader is somebody who sets the direction and inspires other people. 

A good leader will be able to motivate others:

  • by showing a passion for what they are doing
  • being able to communicate clearly with others
  • by encouraging others to get involved in decision-making
  • by being a good role model for the ideas that they are advocating
  • by clarifying objectives
  • By clearly setting out the benefits to all parties of decisions that are made.

Leadership encompasses the skills and qualities needed to inspire others to achieve goals. Leaders can see the heart of a problem and suggest (sometimes unusual) solutions; they have a positive self image; they tend to be creative; they are often experts in a field and can sense change and respond accordingly.

 

Here is a Leader who has all the qualities mentioned above and stands out of the World for projecting himself in the hearts of People of his Nation as a leader of substance.

 

·          Introduction

 

                                                John Fitzgerald Kennedy

John F. Kennedy

 

John F. Kennedy was destined to be president of the United States. He would rather mold history than let history mold itself.

The 35th President of the United States, that he was, also was the personification of charisma. People liked his smile. He knew how to project himself into the hearts of the American people. Behind the charisma and the oratory was substance. On January 2, 1960, Kennedy officially declared his intent to run for President of the United States.

Serving from 1961 until his assassination in 1963

 

·          Process



Trait Theory: (Ralph Stogdil)

                                The lists of traits or qualities associated with leadership exist in abundance and continue to be produced. It happened with JFK as well. Had a great socio-economic background and also had good scholarly skills.

 

On July 15, 1960, John F. Kennedy in his acceptance speech, at the Democratic National Convention, proclaimed, "We stand on the edge of a New Frontier, the frontier of the 1960s....Beyond that Frontier are uncharted areas of science and space, unsolved problems of peace and war, unconquered pockets of ignorance and prejudice, unanswered questions of poverty and surplus." He dared Americans not to sit back on the status quo but to take up new challenges to push themselves to the limit. He challenged Americans to put a man on the moon before the end of the decade.

           The mere speech and the application of that tells you he was

·          Dominant (desire to influence others)

·          Energetic (high activity level)

·          Persistent

·          Self-confident

·          Tolerant of stress

 

Behavioral Theory: (Douglas McGregor)
                                These concentrate on what leaders actually do rather than on their qualities. JFK had a definable, learnable behavior and when it came to his Presidency. His Priorities were categorized so much so that he was able to target his Country’s growth.

 

Being in a Democratic Party that he was, he also was a person who followed Democratic Management making people to find out their opinions and then design a decision out of it. Certain matters were certainly decided through discussion and consultation. Through which he came upon with a thought and a speech,” Ask Not What Your Country Can Do For you” which really made the American citizens to do something or the other for the country

 


Situational Theory: (Fred Fiedler)

This approach sees leadership as specific to the situation in which it is being exercised.

 

The greatest test of John F. Kennedy's presidency came with on the morning of October 16, 1962 with bad news. He was shown photographic evidence taken by U-2 air planes that the Soviet Union under Nikita Khrushchev had placed offensive missiles in Cuba. America faced the danger of a speedy and direct nuclear attack from the unprotected south. On October 24, Kennedy proclaimed a naval blockade. The Soviet blinked and did not push through the blockade. On October 28, Premier Khrushchev agreed to dismantle the missiles already in Cuba. Even though there was no misreading of the enemy's intention, JFK was well aware of the potential of mistakes that could have been made. Kennedy took advantage of the occasion to arrange for signing of a treaty to end nuclear tests in the earth's atmosphere. Even more important, he arranged for a direct telephone line to be installed between the White House and the Kremlin in Moscow. Known as the hotline, future American presidents and Soviet premiers could contact each to prevent misunderstandings that could lead to war. He, after that addressed to the public ‘Have the Courage of Your convictions by Believe them. ‘

 


Managerial Grid: (Robert Blake and Jane Mouton)

                                                     The Leadership Grid/Managerial Grid 

 

Under this model, JFK lies and gets the grid as 9,9, which terms as Team Type Democrat For his Team Development and being the leader for the people and being Task-oriented.

John F. Kennedy organized the "Muckers Club." He and a group of friends engaged in mischievous misdeeds for which they were duly punished. Unlike his older brother Jack who did not make the right clubs at Harvard, he had such an engaging personality that his friends refused to join these clubs unless he could become a member also. Kennedy's PT-109 crew was devoted to him. When Kenney chose to run for Congress in 1946 in the Eleventh Massachusetts Congressional District in Boston, his buddies from the navy and the college pitched in to help with his campaign.

 

 

·          Conclusion

 

The eternal flame over John F. Kennedy's grave is a symbol of courage, fortitude, and determination. Americans know exactly where they were when he was assassinated. Whether or not they voted for him, he will always remain a hero of their generation and an inspiration for future ones.

 

·          Acknowledgements

 

 

Philip Ernest Schoenberg,

PhD in History

Presidential Expert

Drphil@aol.com

 

+1 (718)-591-4741

+1 (888)-377-4455


Thank you

 

 Pratik

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Posted November 16, 2009 by Pratik Gandhi 
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Everything about a Co-founder.

Venture Hacks header image 2How to pick a co-founder


Picking a co-founder is your most important decision. It’s more important than your product, market, and investors.

The ideal founding team is two individuals, with a history of working together, of similar age and financial standing, with mutual respect. One is good at building products and the other is good at selling them.

The power of two

Two is the right number — avoid the three-body problem. Think Jobs and Wozniak, Allen and Gates, Ellison and Lane, Hewlett and Packard, Larry and Sergei, Yang and Filo, Omidyar and Skoll.

One founder companies can work, against the odds (hello, Mark Zuckerberg). So can three founder companies (hello, @biz, @ev, and @jack). In three founder companies, the politics can be tough — gang-up votes, jockeying for board seats, etc. — but it’s manageable. Four is an extremely unstable configuration and five is right out. When 4-5 founder companies work, it’s because two founders dominate.

Two founders works because unanimity is possible, there are no founder politics, interests can easily align, and founder stakes are high post-financing.

Someone you have history with

You wouldn’t marry someone you’d just met. Date first. Guess which pair of famous co-founders is in this photo:

Go through something difficult, like a Prisoner’s Dilemma or a Zero-Sum Game. If being ethical was lucrative, everyone would do it!

One builds, one sells

The best builders can prototype and perhaps even build the entire product, end-to-end. The best sellers can sell to customers, partners, investors, and employees.

The seller doesn’t have to be a “salesman” or “business guy”. He can be technical, but he must be able to wield the tools of influence. Bill Gates and Steve Jobs aren’t salesmen, but they are sellers.

Aligned motives required

If one founder wants to build a cool product, another one wants to make money, and yet another wants to be famous, it won’t work.

Pay close attention — true motivations are revealed, not declared.

Criteria: Intelligence, energy, and integrity

It’s not the kid you grew up next to. It’s not the person you like the most. It’s not the hacker most willing to work for free.

It’s someone of incredibly high intelligence, energy, and integrity. You’ll need all three yourself, and a shared history, to evaluate your co-founder.

Don’t settle

If it doesn’t feel right, keep looking. If you’re compromising, keep looking. A company’s DNA is set by the founders, and its culture is an extension of the founders’ personalities.

Pick “nice” guys

Avoid overly rational short-term thinkers. There are bounds to rationality. Partner with someone who is irrationally ethical, or a rational believer that nice guys finish first. Be especially careful with the “sales” guy here.

What you don’t know

Business founders who don’t code use bad proxies for picking technical co-founders (”10 years with Java!”). Technical founders who don’t sell also use bad proxies (”Harvard MBA!”). Learn enough of the other side to have an informed opinion. If you’re not seriously impressed, move on.

FAQs

What if the right guy already has his own startup? Convince him to work on yours part-time — he’ll drop his idea once yours gets traction.

Breakups are hard

If you’re going to fall out with your co-founder, do it early, recover the equity into the option pool to keep the company going, and recruit someone else great to fill the missing slot. Build in founder vesting (a.k.a. the “Pre-Nup”) to keep the breakup from getting messy. Building a great company without a partner is like raising kids without a…...Nearly everything in this topic applies to dating and marriage. Coincidence?


A Good Co-founder is:

1. A pillar. This person is nearly impossible to replace because you trust them and they add incredible value to the team. It’s even more so if you’ve built a friendship and/or working relationship with them over time. Imagine starting from square one and going to a cofounder’s mixer.. I can’t.

2. Full of faith for the vision. They are not only motivated by the outcome but also by the work and the vision. They want to be a part of that vision because it’s something they fundamentally and philosophically believe in.

3. Someone who is not competitive with you. Many people start companies with their best friends, but sometimes this is exactly the wrong approach. Human relationships are complicated and someone you’ve known for years might seem like a good person to start a company with, that is until you start a company with them. Just remember to keep an open mind and that if you’re competitive with your cofounder, it probably won’t work out.

4. Someone you would trust with your life.

5. Complementary. If you have an idea they expand on that idea. If you’re a bit too liberal they’re a bit too conservative. Complementary should not be confused with diametrically opposed. There is such a thing as too different to get a long. A good example of a complimentary founding team would be the two Steves of Apple fame.

6. Unexpected. The cofounder should impress you. Not because they want to or are trying to but because you just happen to be impressed with the quality of their work/ideas/direction or whatever.

7. Challenging. They don’t blindly follow every word and they don’t challenge you on every point. They challenge you when you need to be challenged. After all, you can’t always be right even if you’d like to be.

8. Easy for you to get along with on some other level than just work.Either you have similar political views/principals or you both love Family Guy.. Whatever it is you should easily be able to find stuff to talk about. If you can’t even have a conversation with this person, they probably shouldn’t be your cofounder.

9. Someone who sticks around even when the going gets tough. Real tough. As I’ve experienced first hand startups are extremely trying for spouses, partners, friends, family and everything else. It takes its toll and no one can cross the finish line without paying that price. No one. You’re going to need someone who doesn’t just shine in the initial stages, they also need to shine when shit hits the fan and you’re losing hair, sleep, sanity and whatever else..

10. Someone who puts their money where their mouth is. You’ll know what this means when the time comes.. But the true test of character is when people start putting their own money into the project and they do it with both feet.

11. Well grounded with their ego. I’ve run into this one a few times. You obviously want someone brilliant to cofound your startup with.. But at what price? Some of the most brilliant people I’ve worked with also happened to be paranoid and/or kind of crazy. Not in a good way. Don’t go for the guy with 2 PhDs and the nobel prize in Physics just because his IQ is 270. You have to first make sure they fit into your universe and in a good way. God does not play dice with the universe and neither should you with your startup. Take that Niels!


Pratik

 

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Posted November 14, 2009 by Pratik Gandhi 
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A case study on an Intrapreneur

What is an Intrapreneur?

 

An Intrapreneur is a person who is innovative, creative, backed up by self-motivation, able to think out of the box and has a zest to do whatever he is passionate of doing.

As a matter of fact there are two main types of Intrapreneurs:

 

  1. The one who does innovative practices as an employee. They have the substantial finances of the company back their efforts and they can also take advantage of connections, experience, and skills available to the company.
  2. The one who is Innovative and creative however, also is passionate about having an own Business. They are usually backed-up with identifying the merits and work on developing the idea into something workable in the real world.

As a part of the case study and to lay down a challenging option, we will be taking in consideration with the second category of an Intrapreneur from mentioned above.

 

Abstract:

If you think about all the people that have high paying jobs, you’ll notice that some are talented and others are not. Regardless of how good they are, they are all perceived as “rock stars”. So what is this rock star formula anyhow? Some days ago, I didn’t know the answer, but now I think I’ve got it. If you want to become a “rock star” in your industry, you have come to the right place.

 

Neil Patel -- Tenacious Blogger, Angel Investor, Guerrilla Marketer, Passionate Leader, Door-to-door Salesman and a Serial Intrapreneur.

 

Neil Patel is the co-founder of two Internet companies: Crazy Egg and KISSmetrics. Through these two companies he has helped large corporations such as eBay, Microsoft, Sun Microsystems, TechCrunch, Walmart, and Zappos make more money from the web. By the age of 21 Neil was named one of the top influencers on the web by the Wall Street Journal as well as quoted in magazines such as Entrepreneur for his insights on the new aged web. During his free time, Neil enjoys blogging at Quick Sprout.

 

The Early Years
Born in London, UK and then brought up in USA,
 His uncle’s entrepreneurship rubbed off on her moms who encouraged her to start her own home daycare business, but it never revenued more than $100,000 a year and his dad was satisfied with his average job. He always had Entrepreneurship in his blood as was always attached with such people in the society.

 

 Entrepreneurship:

At school, his cousin, who is a year older than Neil, was selling burned music CDs to students at the time. Neil saw how he was making a few bucks so started doing the same thing within his freshmen class. He quickly realized that he could only make a few dollars a CD, so he started selling bootleg movies. Soon after he was known as the kid in high school who was selling anything pirated.

The Corporate Life:
Because his income from my businesses was not stable, He decided to get a “real” job. He was only 15 and the only local place He could pick up a job was at Knott’s Berry Farm, in the park services department. The department he worked in sounded cool, but he was in charge of picking up trash, emptying trashcans, cleaning restrooms, and sweeping up vomit. Although the job sounded bad, he loved it because he got paid a few cents more per hour for cleaning the restrooms compared to most of the jobs at Knott’s Berry Farm.

After 3 months of working at Knott’s, he quit and picked up a job at Quality Systems. He was selling a $1600 Kirby vacuum. After doing this for a month or so shockingly he sold a vacuum to an Indian couple. Realizing that the average American could not afford to buy a $1600 vacuum, he decided to look for other career opportunities. His sister was working for an Oracle consultant locally and she introduced him to Neil. He found out that as an Oracle consultant, his sister’s boss was billing companies 125 to 250 dollars an hour. He was shocked to hear how much he was making, which lead the Intrapreneur within him to come out once again. He tried to figure out how he could also make that much as a high school student, so he turned to Monster.com and started looking for Oracle consulting jobs. The problem was, he had no clue what Oracle was.

 

.COM boom:
Instead of finding a job on Monster.com he learned about Monster.com’s business model and how they were making hundreds of millions of dollars. As a kid, he thought that if he could even make 1% of what they did, he would be rich. This lead him starting his own job board called Advice Monkey. After spending 5 grand to build the job board, He launched it and learned that you have to market a site for it to be successful.

Knowing that he needed some help with marketing, he hired an Internet marketing firm. Within a few months he learned they were taking my money and doing nothing valuable in exchange, so he fired them. He then hired two more firms who also provided little to no results.

Since He was broke because a few Internet marketers took all his money, he decided to learn Internet marketing myself and within a few months he became pretty good at it. Advice Monkey started to become popular, but it never succeeded because the site was not setup to take credit card transactions.

 

The real Intrapreneur:
The Internet marketing company started taking off and as a kid he thought he was “rolling in dough”. With the money he made he started investing in a few other companies. He invested around a million dollars into a hosting company called Vision Web Hosting that never worked out (sadly he lost all of the money he invested into it). After realizing investing wasn’t for him, his business partner and Neil took the rest of the money we made and created another company called Crazy Egg. Crazy Egg created a lot of buzz when it came out and he surely thought he would end up selling it for 10 million dollars. When he wasn’t able to get an asking price of 10 million dollars for Crazy Egg his business partner and Neil decided that we were going to raise venture capital because Crazy Egg wasn’t a profitable company.

After pitching Crazy Egg to venture capitalists for 6 months, He realized no one was going to invest in it. Because of this I had no choice other than to figure out how to make Crazy Egg profitable.

 

Evidence of Success:

This now brings up to date. Other than the Internet marketing company he also co-founded a few more companies such as KISSmetrics, which funny enough got funded by True Ventures who he once pitched Crazy Egg too. Some of the companies he co-founded didn’t do well and made him lose a lot of money whereas others have done great. But after 23 years of living he has learned one really important thing: life isn’t fair! If you don’t like the cards you are dealt with, do something to change them. And for some ungodly reason, if you are unable to change them, keep moving forward and don’t look back. All you can do is keep trying.

 

Reflections and Future Developments

He wishes he had a crystal ball that could tell him what the future holds for him, but he doesn’t have one. Luckily enough, He has made more money than he has lost and he has been able to leverage that money into investments like apartment complexes, houses, .com companies, the stock market, venture capital funds, and best of all his parents.

Over the next few years his number 1 goal is to share what he has learned with people so that everyone in the world can have a better life than him.

 

This is was a real-time e-interview which was acknowledged by Neil Patel himself for the case study.

Thanking Neil Patel

Home Email:     neil@neilpatel.com

Work Phone:       +1-562-292-3834
Mobile Phone:    +1-562-237-2515

AIM:                    neil162
MSN:                   neil168
Yahoo:                neilk_patel
Skype:                neil162

Website:             http://www.neilpatel.com

 

Home Address:
737 Olive Way

#2006,

Seattle,

WA 98101



Pratik

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Posted November 12, 2009 by Pratik Gandhi 
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Writing a Business Report is not a tedious task.

While writing a business report, you have to make every endeavor to make the reader understand the goal of your business, the business growth strategies you have implemented, and your overall business plan. There can be several situations when an entrepreneur may have to write this type of report; it can be meant for internal as well for external audience. These audiences may have either a nontechnical background or a technical background. Unless you know your specific audience well, you will find the task of writing a business report very difficult.

Proper Format

A well-organized report is one that has been written in a proper format. This makes things much easier for the readers, and they are able to clearly understand the information thus provided. Besides, you can also save a great deal of time by opting for a standard sample format prepared by professionals. When there are readymade formats available, there is no need to be innovative enough to create a new format. Save your innovations for something more productive.

Important Constituents Of A Good Report

When you write business reports, you have to follow some logical steps to explain the data and information related to various issues of your business. Some of the major constituents of a good report may include the following:

A precisely developed title page that should include the reason of report, date, the author's name, and the name of the report. The report must also include a letter of transmittal, which should be the necessary background to the reader for which the report has been prepared. The letter also acts as an announcement that you have released the report as required. You must also provide a table of content with suitable titles for every section along with the page numbers. The table of content must include both headings as well as subheadings (if any) of the various sections of the report. If you have used illustrations, tables, or figures in your report, it will be a nice idea to include a list for the same. You can name it as "list of tables," "list of figures," or "list of illustrations."

The report body must also be neatly organized. It must contain an introduction, a main body, and a conclusion page. If you have some suggestions or recommendations for your readers, you should write it on a separate page. Last but not the least, make sure you have attached an Appendix page as well that should mention all the sources of your research in detail.


Pratik

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Posted November 9, 2009 by Pratik Gandhi 
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IBM and SAP introduce -- Crowd Computing?

For those of you who missed this announcement 

IBM Research and SAP Demonstrate New Cloud Technology: Real-Time Application Mobility

In this innovative merger of company values and large scale product offerings IBM and SAP are coming to market with a very clear Crowd computing solution.

In this technology demonstration, IBM and SAP show how users can run enterprise applications in the cloud, in particular demonstrating the migration of workloads across physical servers and across data centers. This demonstration is another instance of IBM working with partners across the IT industry to gain insights about creating and configuring workloads, and help companies move to the clouds as smoothly as possible.

This opens the door to a ‘if the big guys can do it, so can we’ methodology and mentality which means the Cloud will not only get to be more innovative faster, but it definitely looks like we can be looking forward to a pretty aggressive and crowded set of Cloud offerings in the Enterprise space.

In this demonstration, the migration of SAP workloads across the cloud is supported by IBM’s POWER6 systems, which enable users to run separate applications on different virtual machines, called logical partitions, on the same physical server. The IBM POWER6 system’s Live Partition Mobility capability further allows for the movement of a partition from one POWER6-based server to another POWER6-based server in the data center with no application downtime, resulting in better system utilization, improved application availability, and energy savings.

Application mobility, often one of the top of mind discussions around ‘Where does my app go” and “is it portable” is becoming more of a reality and less of a concern with the big as well as the small players.

 

Don’t think that the big blue getting involved will in anyway squelch the opportunity in this exploding market.  Infact quite the opposite.  IBM’s steps here today have likely increased the opportunity 100fold and that’s only touching on the surface of the offerings which so far are present in this otherwise very immature market.

Are you ready for Crowd computing?

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Filed under  //   Cloud Computing   Crowdsourcing   IBM   Technology  
Posted November 7, 2009 by Pratik Gandhi 
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The Art of selling anything to anyone.

Successful businessmen are obviously the ones who know how to sell their products - whatever they are - to anyone. The most important thing in a business is to achieve the bottom line. For this, you must continue to put in serious efforts to increase the sales volume and enhance your customer base.

Selling Is Both Art And Science

You must have heard it plenty of times that selling is an art, but it is important for you to keep in mind that it is a science as well. Selling is science in a sense that it involves lots of R&D and innovative ideas to ensure a high-quality product tapping the needs of your potential customers while also dealing with the issues of perfect packaging. Yes, packaging also matters a lot. If you try selling gold wrapped in an old piece of newspaper, people will hesitate buying it - even if you offer it at a very cheap price. Selling is art in a sense that it involves reading your customers' mind, prejudging their behavior, and then convincing them about the reason for purchasing your product.

Know Your Target Customers

The first rule of selling is that you must be well aware of who your target customers are. To achieve this aim, you should conduct an extensive market research in order to find out the areas you have to focus on. Next, you should develop your strategies accordingly.

Offer Quality

Selling anything does not mean selling inferior quality products and cheating your customers. This is the worst thing you can do to your business. By cheating your customers, you may be able to make some instant, short-run profits, but you will be losing those customers forever, which will be followed by a negative word-of-mouth advertisement. Consequently, you may end up closing your business very soon. So, make sure that whatever you are selling has value for the price you are charging your customers. They love quality; so, offer them what they love, and they will keep coming to you again and again.

Try some creative ideas while you are advertising your products. Always remember - in order to allow your products to radiate their presence in the market, you will need a good marketing plan to launch it properly.

Pratik

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Posted November 3, 2009 by Pratik Gandhi 
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9 to 5 Workday on its brink!

The 9 to 5 workday is under siege.  61 percent of executives believe the traditional workday will disappear within the next decade. This makes sense since few executives currently get to clock in and out during normal working hours, although they are usually compensated accordingly.  And there are plenty of reasons why more workers down the ladder will witness the end of 9 to 5 soon too.  New information technology tools enable everyone to work from wherever and collaborate across time zones.  Plus, many companies will likely continue the trend of skirting labor laws whenever the recession ends by hiring “independent contractors” who work on a project basis, instead of investing in that pesky concept known as an employee.

There was a time when escaping the 9 to 5 grind seemed liberating.  Freed from cumbersome office traditions, the worker of tomorrow could show up in jeans whenever they wanted, since they could finish their proposal on the beach or navel-gaze over the next big idea on the golf course.

As more workers see their 9 to 5 routine vanish, they’ll see just how absurd this fantasy is.   Flexible hours are really just irregular shifts at odd hours.  Flexibility means your boss can call you whenever they want–and you’re obligated to respond if you plan on putting food on the table.

Time off should be your time to relax, rejuvenate and enjoy the fruits of your labors–not time to catch up on emails.  And work should be time to hunker down and get things done.  Blurring the distinctions between working and living results in never really working or living life.

So while I see a shift away from 9 to 5 in the short-term, I think it will ultimately return with a vengeance.  It’s simply more productive to work a regular schedule in a sterile office environment and then leave it all behind at the end of the day. Don’t believe me?  Check out this podcast feauturing Leslie Perlow, a Harvard Business School professor, who has found that forcing employees to disconnect from the office on a regular basis makes them more creative and productive.

The podcast goes here: http://bit.ly/1DmTaf

Pratik

 

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Filed under  //   Business   Job   Stress  
Posted November 2, 2009 by Pratik Gandhi 
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Social Data Revolution

Social Data Revolution, Part 1 — Time and Money: What Instantaneous and Free Communication is Doing For Consumers

Way back in time, communication seemed simple: people were home in the evening, and you could just swing by for a chat. But then the printing press was invented, greatly increasing the scope and reducing the cost of communication. Print, often complemented by services such as mail delivery, enabled firms to reach a huge number of people inexpensively.

Sears, for example, sent its catalog to millions of US households twice a year from 1896 until 1993. It was a slow world—products and prices remained valid until the next issue came out. Relevant dates, such as the delivery date, were hard to predict and rarely communicated to customers. But the customers did not expect much transparency from the firms, either—they were happy as long as the toaster they ordered eventually arrived.

Shifting the focus from transaction to relationship

In this era of limited communication, the firm only knew about the final orders, not the process of decision making. The focus was on transactions, not on relationships.

And now? The Internet allows us to reach anyone, anywhere, instantaneously. The reach of communication has increased from the people in the sender’s town to the entire world. People are social—they want to listen, comment, and be heard. But now that everyone can have a voice, who actually gets heard?

In the old world, senders bore the main cost of communication. Buying stamps and mailing out physical letters limited the number of messages generated. But in electronic communication, the marginal cost of another message is essentially zero. The bottleneck has moved from the sender to the receivers: they are becoming inundated with more requests for attention than they can deal with. The problem is that we are hard-wired to attend to new stimuli. We need to make these new technologies work for people and not against them.

The new currency: May I have your attention, please?

With all these demands on our time, how should we allocate our attention? Randomly? Perhaps—a former colleague’s strategy was to sporadically delete the messages in his inbox as his way of coping with information overload. Needless to say, though, his typical excuse (“I guess your email must have been in the batch I deleted”) was not particularly popular.

Right now, for most of us, that long-awaited love letter arrives the same way as yet another credit card solicitation. Can we do better than allocating our attention randomly? The answer comes in two parts: data, and more data.

Meta-data matter

Meta-data, data about the message, can help guide our decisions: how important it is for senders that their message gets read, and what is the message’s expected value for the reader?

Well, the simplest way to get this data is just to ask! Mr. Sender, tell us on a scale from 0 to 10: how important is it to you that the reader actually reads your message? And how much do you think the reader will get out of it?  These two numbers can help us prioritize our attention.

But taking these values by themselves won’t do the trick. Just as in the physical world, slimy marketers will try to game the system by creating the impression that their message is of utmost importance to us. They’ll try to whet our appetites and get us to open that spam.

To solve this problem, we’ll need to introduce a direct feedback mechanism by getting some data from the message’s recipient. Obviously, this wouldn’t work for physical mail—our junk mail just finds its way to the shredder. This non-response is a very weak learning signal since the sender has no way of gauging the recipient’s response to the message. It could be that the recipient was an early adopter of the sender’s product and is very happy with it. Or, he could be getting very annoyed with all these messages, to the degree that he is actually starting to hate the company!

In the world of cheap, bi-directional communication, we can do better. The receiver can directly indicate the actual value the message has for him—if he actually does enjoy receiving lots of updates, for example, he can express positive feedback.  By indicating the actual relevance for him, the receiver can increase or decrease the relevance of future messages from the same sender. That is, he directly benefits from his actions in the immediate future.

Senders, on the other hand, can benefit as well.  There is a new term in the cost function of mass communication—the cost of sending unwanted messages, as expressed by the rising voice of the consumer. Being aware of their recipients’ feedback helps them maintain their pristine reputation—senders will not benefit by becoming attention offenders.

Cheap communication allows us to calibrate senders’ predictions with the actual value perceived by the recipient. As we build up a history of direct feedback, our relevance functions will improve and allow us to prioritize our attention effectively. With free bi-directional communication, the era of the con-artist is coming to an end—only companies that respect their customers will be able to get through to them.  Since everybody has an incentive to make as accurate relevance predictions as possible, we can use the power of the community to build a good system.

To sum up, two data sources allow us to harness the power of the community: relevance predictions from the senders, and relevance assessments of the recipients.

The communication revolution is a meta-data revolution

With communication being free and instantaneous, attention is increasingly scarce. Economics is the science of scarcity. So, that’s why we need to develop an economic model of communication. Before, scarcity was on the side of the senders (time, money). It was impossible for firms to communicate effectively with large numbers of people at once, and communication/coordinationbetween customers was even more difficult.  There was no way for an individual to effectively reach a broad audience beyond a very limited radius.  But the communication revolution has brought about many changes.  At first glance, this seemed to be great for companies—it’s now almost free to bury customers in ad campaigns!  However, now that the scarcity has shifted to the recipients (time, attention), communication needs to go beyond transactions and move to relationships. In fact, the value of relationships is greater than the value of transactions. Truly customer-centric companies like Zappos understand the value of long-term relationships and bidirectional communication.  Unfortunately, though, these companies are the exception. There are many more companies that are moving in the wrong direction by cutting costs in customer service. In general, communication between individuals and firms has not become any easier even though it’s now easier than ever for individuals to communicate with each other. When will the communication revolution allow us to easily reach all companies we want to talk to?

Social Data Revolution, Part 2 — Why We Need a Sound Data Strategy

A previous post discussed how free communication has changed the world, including the expectations and work of individuals, business, and society. This post discusses how two data revolutions (the first about passively collected clicks on Amazon.com, the second about actively contributed data), and the ensuing change in consumer expectation make an astute, coherent data strategy critical.

The first data revolution came from the dream of collecting data from consumer decision-making. With the advent of the web, firms pondered whether it might worth saving the vast amounts of data that customers were generating through their clicks and searches. For consumers, there was no hiding-after all, there is no online equivalent of discreetly checking out a magazine while a bookstore employee is looking the other way. Amazon.com has pretty much saved all user data from its beginning.

Back then, customers had no choice but to share their intentions with firms. If a technology enthusiast wanted to find out if a website sold a particular surveillance device, there was no shortcut but to type some keywords into a search box and therefore give the company a valuable intention stream. Companies, therefore, had all the power. Many tried often too hard to push products and advertisements. The consumer had no voice.

During the first data revolution, successful companies gained power by collecting, aggregating, and analyzing the customer data they collected. However, most companies did not know what to do and ended up burying their data in tombs.

The second data revolution brought about a new dimension to data creation: users started to actively contribute explicit data such as information about themselves, their friends, or about the items they purchased. These data went far beyond the clicks and search data that characterized the first decade of the web.

An early example of user-generated content was Amazon.com’s reviews system. The firm realized that users often trusted recommendations by other users more than promotional material found elsewhere on the web. By enabling users to actively contribute such explicit data, Amazon.com succeeded to leverage knowledge dormant in its large customer base to help customers with their purchasing decisions.

Later, Wikipedia increased transparency even more by allowing online collaboration. By allowing users to interact and build on top of each other, the site relinquished control over their space. The benefit of allowing such user interaction today is obvious-why spend time on hold with a customer service representative if we can just Google the cryptic error codes to see if someone else has already solved the same problem? People learned that by sheer large numbers, an online user community was likely to be more helpful than a representative employed by the company.

Today, the online world has shifted to a model of collaboration and explicit data creation. Successful firms develop systematic ways to encourage and reward users who contribute honest data. A good system does not try to trick customers into revealing demographics or contact information that is useful for the company. Rather, it rewards users with information that is useful to them.

Netflix, for example, allows users to contribute ratings for movies that they have seen. Users have an incentive to contribute accurate data because this will give them better recommendations for new movies. The 1999 “Web 2.0 company” MoodLogic (acquired by All Media Guide, in turn acquired by Macrovision) enabled users to create metadata about their favorite music. Why on earth would they do that? Because they got back playlists, which made it easier for them to discover new music they enjoyed. Such successful companies realized the key feature of a good incentive system: people need to see that they profit from the outcome in some way if they are willing to put in the effort to contribute truthfully.

In the last few years, users have gone a lot further than contributing metadata to movies and music: in fact, they have taken center stage. The center of the universe has shifted from e-business to me-business. Customers are also starting to discover each other, and to interact with each other. Knowing that they are not alone has shifted the balance of power from companies back to consumers. And they have begun to demand transparency. Customers are beginning to have a voice. They are realizing that the data they voluntarily contribute can help them and others with making decisions, providing true value. In turn, they want to be treated fairly as individuals by the companies they pay attention and money to.

What are the consequences of this change towards the expectations of consumers?

Successful interactions have become genuine communication with near-instantaneous feedback. For example, PayScale allows users to retrieve real-time salary reports based on their job title, location, education, and experience-but only after they have contributed their own data. As the expectations of users change, firms must spend more time developing incentive systems that will entice users to participate.

Indeed, the online world is beginning to be ruled by the expectations of the users. No longer is it sufficient for a search engine to cough up some hotels across the world when a weary traveler is looking for a good deal in Bangkok! As these consumer expectations shift, companies that want to stay relevant have no choice but to accept the ideas of the consumer revolution as swiftly as possible. For users, switching costs are cheap-firms can no longer think of “customer relationship management” as providing stickiness for thecustomer (just like fly paper provides stickiness to the fly). Industries such as real estate and automobiles whose business models are built on information asymmetries will quickly lose their revenues to those who increase transparency using data contributed by consumers.

This leaves us several deep questions to ponder,including what the implications are on customer expectations, and what companies can do to address these expectations. This is the social data revolution (SDR).

Social Data Revolution, Part 3 — Digital Exhibitionism: The Future of Relationships?

Yesterday alone, Facebook users issued 21 million friend requests. 17 million requests were accepted. So many new connections, and yet they’re all treated the same—what an oversimplification!

All Facebook links are created equal. But links can differ in strength—for example, a close friend versus a casual acquaintance. Links can be in different categories, like your boss versus a random hookup. And links can be asymmetric—Amy may think that Bob is a good friend, yet Bob may not trust Amy at all! The world is not a binary place.

Discovering Discovery: Don’t ask, Do tell

How can we use data to investigate these different properties of links? Today’s social networks do a lousy job of leveraging our existing data. Why do you need to manually confirm my friend request if we’re already calling, IM-ing, and emailing each other all the time? These data sources should be able to make a good guess about the strength and type of our relationship. Why not use existing data sources to propose better default responses?

If we give our networks a richer structure for our links and relationships, we will also be able to discover interesting facts about ourselves. Why is this important? By investigating implicit relations, we can gain insight into our relationships and how they work. For example, I might be surprised to find out that whenever I email my friend John, he always writes me back promptly whereas I always take 10 times longer to respond to him! Armed with this knowledge, I would ask my system to tell me to get my act together and crank out that response if I’m getting too delinquent.

Facebook 1.0 has helped us create an intimate network of our 17,000 friends. Will Facebook 2.0 help us manage them?

Mind the Explicit, Mine the Implicit

What else can data tell us about the quality of our relationships? One way to use data is to figure out differential interest in budding relationships. It’s easy to do this by looking at communications patterns in email, for example—does one person spend hours crafting that perfect email, only to get a reply that took only a few minutes to write? Or has he suddenly acquired a brand new set of favorite books, movies, and music that just happens to match his new love interest? People leave rich traces on the web—we can discover much more about them than the data they explicitly give.

This is only possible if we can look at the user’s history. After all, we can only make inferences about our behavior if we have a past to compare it against. But this introduces new questions: how much would you pay to know how long Monty spent writing you that email? How much would you pay to keep your data private?

Trust Networks

Social networks are also great for learning about trust. Let’s say that I’m thinking of entering in a business deal with you, but I don’t know you too well. Should I trust you?

There’s an easy way to use the power of networks to answer this question. Let’s just look at all of your other connections: do they trust you? We can give people reputation scores by allowing users to rate their interactions with friends. To make the system even more powerful, we could allow users to link their reputations. To illustrate: let’s say I trust my friend Mike so much that I am willing to attach a trust coefficient of 0.9. This implies that if Mike’s rating goes up by 1, I should get a rating boost of 0.9. Conversely, if someone has a bad experience with Mike and downgrades his rating by 1, my rating will also go down by 0.9. Through the power of the community, reputation ratings would spread quickly. (What trust coefficient would you attach to the author of this post?)

Reward Content Generation

One of the best ways to engage users is to get them to understand how every bit of data they contribute will end up benefiting them. In the example of trust networks, people can improve their own reputations by linking themselves with others. In my previous post on communication, I talked about a system where providing feedback on an email’s relevance would directly benefit you in the future. Online social networks need to reward people to provide explicit data, too.

The Facebook Feed was a brilliant idea for surfacing relevant content created by friends. Ideally, the Feed would create a positive feedback loop: good content provided by friends would get high ratings, which would motivate them to post even more good content. However, an early system of allowing users to rate the submissions of their friends was poorly designed—only 21% of users used the feature. On a rainy day, April 15, 2008, Facebook turned off the feedback system. What a step backward! I wish Facebook instead had created a better machine learning system to reward its users to generate and surface good content.

Social networks based on mutually confirmed binary relations was Day One in evolution of social networks. Introducing, richer semantics, more expressive structures including trust coefficients are the beginning of Day Two. What will the second week bring?

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Filed under  //   Data   Social Networking   Technology   Web 2.0  
Posted November 1, 2009 by Pratik Gandhi 
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Information Overload

Data is like food. A good meal is served in reasonably-sized portions from several food groups. It leaves you satisfied but not stuffed. Likewise with information, we're best served when we can partake of reasonable, useful portions, exercising discretion in what data we digest and how often we seek it out.

Unfortunately, we often do the opposite, ingesting information constantly to the point of choking on it. The risk of information asphyxiation touches all of us -- managers, Web surfers, even lazy couch tubers.

The most obvious locus of information inundation is the office: e-mail, voice mail, phone calls, meetings, business journals, faxes, memos, manuals, Web research. The list goes on. Far from bringing about the anticipated "paperless office" and reduced work load, technological innovations have increased both areas.

David Shenk, in his book Data Smog, reports that between 1980 and 1990, paper consumption in the U.S. tripled to 1,800 pounds per person. Sixty percent of the average office worker's time is spent processing paper documents. Additionally, "the typical business manager is said to read one million words per week." That's the equivalent of one and a half full-length novels per day.

Diminishing Efficiency

Information technology, in fact, often diminishes workplace efficiency. Scientific American("Taking Computers to Task," July 1997) pointed out that despite the $1 trillion spent annually across the globe, "productivity growth measured in the seven richest nations has instead fallen precipitously in the last 30 years ... Most of the economic growth can be explained by increased employment, trade and production capacity. Computers' contributions, in contrast, nearly vanish in the noise."

Blame can be pinned on everything from sound cards to solitaire, that numbing front-desk babysitter.

Also at fault, however, is the medium and people's lack of training in how to effectively use it. When employees use e-mail to communicate with someone 50 feet away, there's a problem. Saving customer quotes in a general "user" directory is just asking for the document to become lost among hundreds of other files. Inefficient inventory software yields frustration where a simple list on paper would do the trick.

Outside the Office

The problem continues even outside the office. A Sunday edition of the New York Timescarries more information than the average 19th-century citizen accessed in his entire life. Billboards smother our roadways and buildings. In some cities, advertising is even stuck to the sides of police vehicles. (Imagine a patrol car advertising a "run for the border.") Cable and satellite TV offer dozens of channels of meaningless drivel. The check-out line at the supermarket proffers a host of magazines "educating" the reader on such wide-ranging issues as "10 Ways to the Big O" and new photos of a biblical ark discovered on Mars.

We accept all this input with a tired, sometimes even curious, smile.

Information Fatigue

David Lewis of the International Stress Management Association originated the phrase "information fatigue syndrome." The barrage of data to which we are constantly exposed carries a cost, both physically and mentally.

In many ways, it is a bona fide addiction. I can live without the Web for a week, but I start getting antsy after a single day without checking my e-mail. At night, I read constantly from the dozen or so periodicals to which I subscribe while my wife channel surfs.

This is our relaxation time? My spotty memory and short attention span are notorious to all who know me. I feel tired constantly, despite regular exercise, yet continue thinking about the day's information load all the way to unconsciousness.

David Shenk sites psychological studies spanning thirty years and lists several of the symptoms which accompany information overload:


  • Increased cardiovascular stress, due to a rise in blood pressure,


  • Weakened vision, siting a Japanese study which predicts a nearly universal near-sightedness in the close future,


  • Confusion (see below) and frustration,


  • Impaired judgement based upon overconfidence,


  • Decreased benevolence to others due to an environmental input glut (which may very well account for part of the "brusqueness" which is commonly attributed to big-city dwellers).

There is a common piece of wisdom which holds that any given fact can be twisted to fit one's needs. Witness the nutrition dilemma. Based on this week's reports, is milk good or bad for us? The answer, of course, depends on whose report you read. There are so many conflicting reports emerging constantly that one is left not knowing what to believe, a condition sometimes referred to as "paralysis by analysis."

This phenomenon may account for some of the decline in American health. Angelo A. Alonzo, a professor of medical sociology at Ohio State University, told USA Today Magazine(October 1994), "Health educators may well face a significantly desensitized population, segments of which are immobilized by fear, indecision, and confusion." When there is no clear method for improving our lifestyles, many adopt the course recommended most often by our mass media: fast food, material consumerism, and apathy.

It is not enough to flee from the problem. Researchers at Israel's Tel Aviv University studied 76 electronics industry clerks and found that the sense of relaxation and happiness derived from a vacation began to fade only three days after returning to work. Pre-vacation levels of stress and burn-out returned within a mere three weeks (Journal of Applied Psychology, August 1997). For those who remain "in touch" via pagers, cell phones, laptops, radio, and TV, the results will be even more dismal.

On a society-wide level, the dangers of information overload are enormous. The engendered feelings of helplessness, confusion, and anger will erode work efficiency, family functioning, and most likely increase crime rates. We will lack the information-processing skills needed to elect responsible leaders or counter the myriad waves of propaganda pushing our dollars this way and that. (Of course, the argument could be made that this has already happened.)

If an individual's consciousness is formed by the information and stimuli he experiences, then the influence of data glut on our thinking is undeniable. Buy our food, says the McDonald's ad, because "it's not your fault you had to get up this morning." In accepting this, a media-programmed individual gives up responsibility for his independent actions and is more susceptible to suggestion.

What To Do

So what is to be done? The situation is not at all hopeless. Just as we require food, we similarly need information. The critical thing to remember is that we still have control over the information in our lives. Following are some suggestions on how to exercise that control in the different areas of our day. Overall, the maxim to live by is, "decrease quantity, increase quality."


  1. At the office


  2. Be careful with your phone time. Don't tolerate sitting on perma-hold, listening to elevator music and even more stupid radio commercials. Leave a short, efficient message which indicates precisely what action you want taken and move on. Remember: when in doubt, hit 0 for the operator. A recent Reuters survey found that 20% of all voice-mail time is spent fumbling through menus.


  3. Reduce paper. An old boss of mine told me to touch a piece of paper only once. Either use and file it or toss it in the recycle bin. To help facilitate this, switch to a fax/modem instead of a regular fax machine. There is no paper involved, and the "delete" key really can be your best friend.


  4. Get organized. CorelCENTRAL or Microsoft's Outlook are good examples of utilities which will structure your time, clear your desk of neon sticky notes, and maybe even consolidate your fax and e-mail functions. Also check out 3M's electronic Post-It program, a marvelous jewel which will do wonders to clean your desk.


  5. Keep meetings short, sweet, and focused. Make it known from the outset what your time limitations are and confirm beforehand the presence of a constructive agenda. I can't count the number of precious home hours I've lost to a company-bought pizza and managerial meandering.

  6. At home


  7. Kill your television -- or at least make it hard to use. Some families keep just one TV and leave it in the closet except for occasional viewing. Before sitcom stupor sets in, ask yourself, "Is this a good use of my time?" Even television news is mostly fluff designed more to sell commercials than to educate the public. Weather and commercials now account for half of each hour's broadcast. The U.S. Department of Health and Human services has published findings that TV might actually cause learning disorders (really?!), so try instating a family reading time instead.


  8. Keep your phone number unlisted to reduce solicitation calls.


  9. Sick of junk mail? Contact the Direct Marketing Association (P.O. Box 9008, Farmingdale NY 11735) with your exact home address along with all the permutations on your name currently in use by junk mailers. Ask to be removed from all the direct mail lists with which they are associated.


  10. Prioritize your phone time. It's taken years, but friends and family have learned to call me with planned discussion items and then not take it personally when I shove the call to a conclusion.


  11. Develop a hobby. Many of us feel that we don't have the time or talent for a hobby, or maybe that was something our parents did -- and God knows we don't want to be like them. A hobby, however, besides having its own inherent rewards (not to mention a second possible source of income) will take time from otherwise wasteful brain drains like TV. Exercise can be viewed as a hobby. It may take an hour out of your nightly rerun ritual, but think of the extra 20 years of health you gain on the backside.

  12. On the Net


  13. E-mail can be a virus in its own right. Only drop your address (especially on Usenet) when essential, because software robots will see it and automatically add you to marketing lists. Respond to junk e-mail messages indicating that you wish to be removed from the mailing list or else you will contact the sender's Internet provider (usually postmaster@provider-name.com). Also, you can usually tell which messages are worth your time just by scanning the header. Dump the extraneous ones. Respond to non-important messages as infrequently as possible since correspondence tends to increase exponentially. Finally, take 30 minutes to download and install a good spam filter from Tucows.


  14. Newsgroups can consume your life. I used to lurk and contribute in half a dozen groups. Today, I only visit Usenet for research, targeting specific answers and ignoring all other conversation threads.


  15. Beware getting stuck in that tangled Web. The inescapable banner advertising is bad enough, but with 70+ million pages to muddle through, every Web user should master effective search techniques. I recommend www.metacrawler.com. Take ten minutes and learn the Boolean search terms. 10,000 hits may sound like a gold mine, but odds are that with a narrowed search you'll find your best nuggets in the first 10.


  16. Remember the library! When doing research, you may save innumerable hours forsaking the Web altogether and logging into your local library's server. Many counties (including Multnomah and Washington) provide free access to Magazines Online (MO), a searchable, up-to-date database of hundreds of periodical articles. MO often alleviates the need for costly magazine subscriptions, endless Web searches, and, at the very least, a lot of photocopying. In researching this article, the Web was virtually useless while MO supplied over a dozen valuable references.


  17. Use your printer. I know this conflicts with my earlier statements about saving paper, but it's so easy to become distracted by enticing link after link. When you find information that you need, print it. This saves both on reading time and the need to find the page again later. Of course, if you have the discipline to set up effective hard drive directories, saving such Web pages is a better solution. Simply saving a page won't allow you to keep graphics, though. I recommend using a program like Folio's Web Retriever, which not only will save a page's graphics but archive an entire site.

 

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Filed under  //   Data   Information Technology   Stress   Technology  
Posted November 1, 2009 by Pratik Gandhi 
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