J’ai récemment eu l’occasion de lire un post consacré à Zappos et aux clefs de son succès (ici). Intrigué, j’ai téléchargé la dernière présentation de son fondateur, Tony Hsieh, à PubCon (11/11/09) (voir le SlideShare en pied de ce post).

Introduction chiffrée et rapide

Zappos c’est :

• 1 000 marques référencées
• 5 millions d’articles en entrepôts
• Plus de 1 milliard de chiffre d’affaires en $
• 100% des articles présentés en stock
• Une vente évaluée à 1.2 milliard de $ à Amazon

Zappos vend des chaussures, un segment traditionnellement exclu de la VAD

Zappos a débuté en 1999 dans la vente de chaussures en ligne. Pour convaincre les consommateurs, le site leur permet de renvoyer gratuitement les modèles essayés. Et ce dans un délai de un an à posteriori de l’achat.

C’est à mon avis, le principal saut de valeur. Cette offre va lever un frein essentiel à l’achat à distance : l’absence de « cabine d’essayage ». Grâce à elle, je peux choisir parmi des milliers de modèles, je profite d’une ergonomie impeccable pour passer ma commande, d’un accompagnement à la conversion au-dessus du lot (cf. infra) et surtout, après mon passage d’ordre, je peux essayer, évaluer, revenir sur ma décision.

Zappos a fait sa notoriété et sa performance sur un service clients hors normes

Cette société vend des produits à 40% et plus de marge. Elle finance un service clients au-dessus de tous les standards. Tony Hsieh définit sa société comme une « service company ».

Citons pour exemples de son niveau de service :

• La livraison express (24H) et gratuite.
• Le retour gratuit.
• Le droit de retour étendu à 365 jours.
• Un service clients disponible 7 jours sur 7, 24 H sur 24 par téléphone (évidement gratuit !), chat, web. Essayez le chat et validez la réactivité et le soin apporté à la réponse. Édifiant !
• Une ergonomie web (User Experience) destinée à faciliter la navigation et la transformation.
• …/…

Le résultat est une forte fidélité. Plus de 2.5 achats par client et par an. 75% des ventes réalisées avec des clients à 2 commandes et plus. Une moyenne commande à 156$ pour les commandes de fidélisation. Soit environ 375$ de chiffre d’affaires sur un exercice pour un client fidèle.

Par effet boule de neige, son acquisition de nouveaux clients est nourrie par le bouche-à-oreille.

Zappos amortit son coût d’acquisition initial avec une fidélité forte. Son budget de fidélisation est essentiellement investi dans son service clients.

Les me-too sur le segment de Zappos sont un bon début mais…

En France, Zappos a fait des émules, avec l’apparition de Sarenza en 2005 et de Spartoo en 2006. Chouette !

…à quels autres segments, pouvons-nous appliquer les clefs du succès Zappos

Je retiens en synthèse 2 clefs de succès :

ŒClef de succès 1 : La possibilité d’essayer et de retourner

Que pouvons-nous faire essayer en permettant à nos consommateurs de le retourner en cas de changement d’avis :

• Le vin
• Les produits gastronomiques
• Les vêtements
• Les sous-vêtements
• Les éléments de décoration de nos intérieurs
• …/…

Pour mieux « translater » l’offre Zappos, quels sont les segments qui aujourd’hui échappent à la VAD et dans lesquels la mise en avant d’une possibilité d’essayage-retour serait un saut de valeur radical ?

 Clef de succès 2 : Un service client hors normes qui alimente la fidélisation et le recrutement de nouveaux clients par le bouche-à-oreille

Dans ce cas, il s’agit de sortir notre calculette et d’inclure le service clients dans les coûts marketing et non en coûts de traitement, sous-traitance ou tout autre catégorie qui pousse au cost killing. Offrir un service clients hors norme est un moyen marketing, le coût de bichonnage d’un client doit venir en remplacement de coûts media ou de fidélisation. Sur le long terme, cet investissement sera plus vertueux.

Présentation PubCon consacrée à Zappos

Razorfish is proud to present Razorfone. The latest multi-touch project from Razorfish’s Emerging Experiences Team.

From the Emerging Experiences blog:

“Customers are being faced with increasingly complex buying decisions, especially when it comes to technology and services. As a result, increased pressure is being placed on store associates to provide knowledgeable service to customers. Our Emerging Experiences team used this opportunity to develop a solution to demonstrate how an immersive interactive experience can assist customers and store associates with complex buying decisions in a retail setting.”

Using Windows 7, the Razorfish Touch Framework and NextWindow touch screen technology, Razorfone is another example of how multi-touch experiences are going to become a bigger and bigger part of our lives.

Kudos to the Emerging Experiences Team!

I received an email today from the AFA President, Tim Wildmon. It appears that for all action AFA members took on behalf of advertising against the GAP’s Christmas policies, the GAP has relented and will acknowledge the National Holiday of Christmas as it should. Copy as follows:

“Your actions make a difference! Gap says “pro-Christmas” ad to air this weekend
November 24, 2009

According to Bill Chandler, vice-president of Gap corporate communications, Gap’s Old Navy division will launch a new television commercial this weekend which “has a very strong Christmas theme.”

Chandler responded to AFA last Friday, after a poll showed 90% of AFA supporters wanted to continue the boycott as a result of Gap’s initial “holiday” ad that mingled Christmas with the pagan “Winter Solstice” holiday.

Gap says the new ad will include the popular Supermodelquins proudly cheering “Merry Christmas”, and features Christmas trees, lights and ornaments as well.

In good faith, AFA is suspending the Gap boycott until it has an opportunity to view the new commercial this weekend.

As a result of your dedicated actions, we believe Gap is beginning to realize that Christmas is not just another “holiday” and will begin to advertise in a way that is respectful to Christians and Christmas shoppers.

Here is the last call to stand with us and proclaim to our communities that Christmas is not just a winter holiday focused on materialism, but a “holy day” when we celebrate the birth of our Savior. We can do it in a gentle and effective way by wearing the “God’s Gift – Merry Christmas” button. Don’t wait! Place your order by December 1 to receive it before Christmas.

Thank you for your vigilance. My prayer is that you and your family will have a meaningful Thanksgiving Day celebration.

God’s Gift – Merry Christmas
(click to order) Say “Merry Christmas” to you friends, your church, your school or your whole community by giving away these beautiful Christmas buttons or displaying a Christmas sticker on your vehicle. They are a great reminder that Jesus was God’s gift to the world and that He is the one we celebrate at Christmas.
Sincerely,

Tim

Tim Wildmon, President
American Family Association”

Now as I see it, if one organization can adversely affect a trio of store chains with a campaign within a week or so, I know the individual effects of various organizations are influential upon the current administration.

Arkansas had its own Statewide Tea Party Conference Call. We know other states have had theirs. We also know there are many organizations out there that need to combine efforts: the 912ers, Conservatives, Libertarians, Oathkeepers, Christians, Reaganites, etc. We need to get together now and stop the idiocy of Washington on the Terrorists Trials in New York City, the Health Care Bill, the pussy footing around with the Terrorist of Foot Hood, and the overall hoodwinking of these United States of America. Who will make the merge, so that we can surge forward and be heard?

How Much Whuffie Do You Have In The Bank?

Whuffie is a concept that was developed by Corey Doctorow is his sci-fi book Down and Out in the Magic Kingdom.  Doctorow created a world where the economy has grown beyond cash currency as we know it today.  Instead of money, the currency of his world is Whuffie, a “reputation currency”, similar to what we sometimes call social capital.  You earn Whuffie by being nice, helping people, and adding value by providing access to ideas, talent, and resources. I believe that, in the world of ecommerce, Whuffie drives business.

Charles Andres introduced me to this book in a comment on my blog last week.  The book is available as a free download or free podcast, costing only Whuffie.  You can also buy it in the traditional form from Amazon if you aren’t quite there yet.

Tara Hunt has built a following by developing a guidebook of how Whuffie applies to the world of social media marketing, called the The Whuffie Factor.   Tara breaks down the process of earning Whuffie into 5 basic steps.

1. Stop talking and start listening to your customers.  (I might add that you must also prove to them that you are listening by providing feedback and adding value to their thoughts).
2. Become part of the community that you serve.
3. Create amazing customer experiences
4. Embrace the Chaos!  Entropy is growing, so you better learn how to ride the chaos wave!
5. Find your higher purpose.  Figure out how to give to the community and still be profitable.

The more I read about the Whuffie economy, the more I recognize that embodies the raison d’être for web-based marketing for ecommerce success.  Historically, retailers were successful by becoming an integral part of the local economy.  Merchants were known and trusted as part of their neighborhood, and merchandising was done to accent the best features of products for sale.  Whuffie was transparent: We knew the seller, we touched the product, and buying was a great experience.   Alternatively, if none of the above was true, say the store was run by a grumpy sales person that we didn’t trust, the business never survived.

For successful marketing online, the challenge, as we know, is how to scale that hands-on reputation and value beyond the local neighborhood.  The concept of Whuffie embodies this goal. Cory Doctorow gives away access to his books, making profit on his higher purpose of explaining his philosophy in live talks and future book sales.  The Grateful Dead figured this out long ago by listening to the fans’ desire to tape and trade their concerts (an amazing customer experience), thus creating a aura and community that has transcended well past the death of Jerry, selling more tickets and albums along the way, and spawning an entire genre of music (a higher purpose) that rides on the chaos of musical improvisation.

Traditional marketing and advertising can drive great short term results.  Well developed TV and radio, or paid placement ads, can drive short term business, and are valuable to jumpstart awareness of your brand.  But once you gain this awareness, the only sustainable way to keep it is to rapidly move to a Whuffie currency.  You need to think about how to engage that customer, add value, and keep them involved with your product.  In other words, scale with Whuffie.  Thus, the challenge becomes:

• How do you listen to your customers, and encourage them to listen to you?
• How do you engage them in a community which serves both you and their purpose?
• How do you engage them to make them enjoy visiting and buying on your site?
• How do you move that relationship to serve a higher purpose while earning profit?

The good news is that today, with Twitter, Facebook, and other social media forums, we now finally have the tools to implement these efforts.  We can talk and share with our customers and community.  But these tools do not replace or embody the underlying Whuffie, they’re just the checkbooks and credit cards of this new economy.  The Whuffie itself has to be earned, and that can only happen with hard work and genuine focus on your business.

The formula is simple… 5 easy steps described above. The tools are available, Twitter, Facebook, and other forums.  All you need is the awareness of your business’s value, the passion to involve your customer community, the dedication to make it work for you, and some serious investment of Whuffie to drive great sales results.

Ce livre très intéressant va bien plus loin que l’analyse du taux de conversion des sites web. C’est un véritable manuel pour la mise en place d’une stratégie e-commerce réfléchie et surtout pérenne dans le temps.
Dans un premier chapitre Thomas Faivre-Duboz et Raphaël Fétique balayent les différents phases et ressources nécessaires à l’élaboration de votre projet  e-commerce. Cette partie est particulièrement intéressante pour les projets d’une certaine ampleur, un peu moins pour les sites marchands plus confidentiels. Néanmoins on peut y puiser un certain nombre de bonnes pratiques à mettre en place en effectuant son auto diagnostic.

Dans la seconde partie on nous parle enfin de l’essentiel, le client…. Le livre détaille comment définir les objectifs du site, son architecture, ses fonctionnalités, sa maquette fonctionnelle, son graphisme, ses boutons, ses contenus… La  réflexion est centrée sur les personas, les profils types des futurs clients de votre site. Un site e-commerce est un chantier permanent, il est donc également question d’optimisation de site.  La première version mise en ligne a beau être la plus réfléchie possible, c’est le client qui dictera les optimisations nécessaires. Pour cela il faut être à l’écoute du site et mettre en place des tableaux de bords pertinents ce que nous explique très bien le livre.

Enfin, c’est la 3ème partie qui m’a le plus intéressé : six fonctionnalités incontournables pour améliorer l’expérience client et l’implication…A lire !

Je ne résiste pas à l’envie de vous en mettre un petit extrait qui achèvera de vous convaincre :

“Certains responsables de sites ont pris la fâcheuse habitude de raisonner à très court terme lorsqu’il s’agit de convertir un visiteur en client. Si vous achetez des liens sponsorisés ou des bannières et que vous exigez que l’internaute achète dans la foulée, vous vous méprenez sur le comportement client ! Un visiteur achète rarement un produit lors de sa première visite sur un site. La valeur d’un visiteur se mesure sur la durée en prenant en compté l’intégralité de sa démarche d’achat, son historique d’achat et sa capacité à générer du business récurrent ! Rappelons ici qu’un taux de conversion se calcule sur un nombre de visiteurs uniques et non sur un nombre de visites : vous persuadez des visiteurs, pas des visites !”

Au cas où ce petit article vous a convaincu : http://www.web-conversion.fr/ (je ne perçois aucune commission, ni rémunération au clic …:))

This week I have been asked to state whether I am for or against personalisation. First I will discuss the topic. Personalisation is a method in which the company uses strategical techniques to customise their webpage, emails or push technologies, in order to entice their customers to buy new products.

The main types of personalisation are:

• Name Recognition: Such as Mr Joe Blogs rather than Dear customer. This method allows the company to interact with the client.
• Check Box Personalisation: When filling in forms or surveys it is a user friendly way to input data.
• Segmentation and rules: This method divides large segments of customers into small sub groups.
• Preference based personalisation: Targets previously bought products and checks preferences.

I do believe that personalisation is a good thing as it means that customers can see recommended books, games etc. that other users have requested. In the case of Amazon this is made clear in the customers basket.  However, it can get quite annoying in the forms of email etc.

I will be discussing the advantages of personalisation from a customer’s point of view. A main advantage would be to sae time and effort. For example, the customer may not know what product he/she wants. So instead of searching endlessly for his/her desired product the web personalisation tool will allow the customer to choose from a range of products this tool has provided.

There are two types of tecniques used to deal with personlisation. The first technique named, content based filtering deals with showing the client goods that are similar to the products the customer purchased in the past. Collaborative filtering is a method in which the personalisation tool looks at the purchases of other clients who bought similar goods and matches them to the existing customer. These two work well together but may sometimes provide an inaccurate conclusion for the customer.

A website were I believe personalisation is a necessity is BMIBaby.  This is the website that I have been discussing in all of my blogs.  When a customer selects a flight for a certain time and date the system will automatically make other recommendations if that time or date is not available.  The image below shows how this website uses personalisation in order for its customers to book flights.

Per puro caso mi sono imbattuto in un caso veramente eccezionale di sfruttamento di internet in enogastronomia. Userò questo sito come caso esempio di ottimo lavoro, spiegando i servizi in esso contenuti nel miglior modo possibile. Non siamo stati noi (ovviamente) ma i nostro gugini d’oltralpe a realizzarlo, ma nel nostro piccolo potrmmo anche in Italia azzardare un attività simile. Basta giri di parole.  http://www.lavinia.fr.
In homepage troviamo una tipica interfaccia  e-commerce focalizzata sulla vendita on-line di vino e accessori dedicati alla degustazione e alla sommelierie. Intorno alle offerte speciali della settimana troviamo alcuni box frequenti anche in Italia come l’iscrizione alla newsletter, il box per il carrello degli acquisti e, in bella vista, i contatti per l’assistenza clienti (solo telefono e e-mail, qui si poteva fare di meglio magari con un contatto skype). Ma passiamo alle cose più importanti, CLUB, ovvero, “fare network”

l’iscrizione da accesso a sconti di varia natura ma  soprattutto a varie attività organizzate allo scopo di promuovere la passione per il vino, la degustazione, l’abbinamento eno-gastronomico e “indirettamente” la location del negozio come punto di aggregazione e di condivisione di emozioni fra i clienti. Per darvi un’idea uso un loro strumento, un video-promo creato appositamente per essere condiviso sui socialnetwork, tracciato e controllato dall’azienda.Non tutti i filamti promozionali sono così facili da divulgare.

Che si parli del negozio, dell ristorante  o delle iniziative, o che ci si trovi nella pagina del blog  dove vengono pubblicate notizie sul mondo del vino slegate dalla loro attività diretta, in ogni pagina si può lasciare un parere su come le informazioni fornite sono passate al dilà dello schermo. Sembra una cosa da poco, ma sottolinea la volontà dell’azienda di voler rimanere sempre in contatto con il cliente, e di voler fare di tutto per “smussare gli spigoli” dando la parvenza di ascoltare i pareri degli esterni.

Tutta l’attività di Lavinia, come potrete vedere, ha lo scopo di creare la passione nel luogo stesso in cui avviene la vendita, partendo da casa, dal computer (magari con un piccolo acquisto di prova), per giungere nel negozio vero a Parigi, in una location fantastica in pieno centro, ed essere accolti in un ambiente veramente mozzafiato, fra più di 4 mila etichette di varie provenienze, tutte da poter degustare, o da assaporare in un bellissimo ristorante all’interno accompagnate dal meglio della cucina francese per quel particolare vino.

Senza dubbio sono riusciti a creare un Azienda che genera emozioni, quantificabili con tanti tanti soldi… Ma moltissimi sono stati spesi per allestire una così colossale attività dentro e fuori dalla rete, ma avvolta intorno alle emozioni della clientela. Con me per esempio, ha funzionato, e non mancherò una visita al mio prossimo viaggio a Parigi.

There was a fairly major upgrade to Google Product Search, some of it long overdue and some of it probably motivated by Bing. But one of the new features is “nearby stores”:

This is based on store locations and not product inventory data.

Originally Google was taking data from ShopLocal and StepUp (now part of Intuit) and showing local stores where users could buy products in their area on Google Maps. That was maybe three or so years ago. But there wasn’t enough data and Google killed the feature. This resurrects it in a way and paves the way for future local inventory information to be displayed (you can bet on it).

There’s also a nice mobile implementation (as per Google’s now routine PC-mobile bridge approach):

The dilemma for a company like Milo (which will have many suitors eventually) is whether to syndicate its data to third parties. Syndication is the fastest route to acquisition (strategic partners will want it all to themselves) but syndication will likely kill the destination dream.

Blogger’s Note: Following today’s entry, I’ll take a hiatus until next week. So today, I offer you a broader assessment of how the discount retail shopping game is shaping up this week.

Who knows where we’ll be a year from now, but at least for this season of store and online retail bargains, the killer sales are already going on. Although there will still be big store sales this Friday and probably even bigger ones online next Monday, the big retailers already began to duke it out for the lowest prices earlier this month.

As an article on the front page of Tuesday’s New York Times noted about the biggest store retailer (Wal-Mart) and online merchant (Amazon.com), the gloves have already come off. And as the Times article points out, Wal-Mart has used the media to pick apart Amazon.com’s discounting efforts, trying to ensure the public that its prices will always be the lowest. Meanwhile, Amazon.com has taken more of a high road, noting that bargains can come from all over, not just Wal-Mart.

These two “shopping holidays” haven’t been around all that long. Although Wikipedia tells us that the term “Black Friday” dates all the way back to 1966, it also notes that it didn’t take on a true shopping connotation until 2000. Cyber Monday didn’t hit its stride until just four years ago.

Now, however, with cash-strapped consumers perhaps looking to get back in the shopping game this holiday season, they’re hungrier than ever for a good bargain. Retailers, e-commerce merchants and catalog sellers are equally eager to offer the bargains to show some sort of sales gains this season to make up for the miserable time they’ve had throughout the Great Recession.

Then, you have to factor in the tragedy that took place at a Valley Stream, Long Island, Wal-Mart store just 12 months ago when bargain-hungry shoppers trampled over a defenseless Wal-Mart employee as the store opened at the stroke of 5:00am on Black Friday, fighting their way to the store’s sale items. Wal-Mart announced just last week that although its stores will open at 5am again this Friday, it would keep its stores open a full 24 hours thereafter to try to prevent more The Who’s 1979 Cincinnati concert-like stampedes from occurring again.

What this all adds up to is the likelihood of these two shopping holidays expanding beyond just the two days. This year will offer just a taste of it. Next year could see a considerable expansion of sales days at this time of year.

It’s a trend not unlike the so-called “fifth quarter” of retail business that evolved over the past 20-plus years as the holiday shopping season took on greater and greater importance to retailers, catalog marketers and later, online sellers. What started as a surge of sales immediately following Dec. 25 kept expanding week by week over the years, leading all the way back to this very week we’re now in.

If you can date yourself all the way back to the recession of the early ’80s, you might recall the last extended period of time in American retail when cut-throat discounting reached such levels. As the economy picked up in the mid-’80s, discounting eased up, full-priced retailing edged back and service levels improved. Perhaps that could occur as soon as next year at this time, but I’m guessing that the current state of binge discounting will prevail.

Milo is seeking to do what nobody has really done successfully so far: create a true online-offline shopping destination. There are several companies out there aggregating and distributing inventory data (e.g., Krillion), but no one has created a successful consumer destination. ShopLocal has largely abandoned its consumer shopping model and become a marketing services company for its retailer clients.

Seeking to become that company Milo has raised $4 million from a range of institutional and individual investors.

The historical challenge has been getting the inventory data and getting enough of it across categories. Milo has developed a methodology that the company believes will give it a powerful shot at becoming a shopping brand and delivering the experience that mirrors the dominant consumer shopping behavior pattern: shop online and buy in stores.

For those who believe that e-commerce is the inevitable future: today it’s flat to declining roughly 3% YoY (per comScore, although YoY it will grow over the holiday season). As the economy improves it will grow in the low single digits across most categories. It’s inching up to 3.7% of total US retail ($922B in Q3):

Source: US Commerce Dept.

Of course the future is multi-channel, with some purchases happening online — mobile adds an interesting wrinkle (in-store price check leading to online purchase) — but the overwhelming majority taking place in physical stores. (Reserve/buy online and pick up in store is also going to be pervasive.)

Here’s my earlier post on Milo. Mobile shopping is also in the company’s near future.

کلیدواژه ها: تدوین استراتژی , مزیت رقابتی , استراتژی کارآمد

مقدمه :

فرآيند جهاني شدن و سرعت پيشرفت هاي فني باعث دگرگوني سريع بازارها شده است . موفقيت در بازارهاي پرچالش آينده، مستلزم آمادگي لازم براي واکنش آگاهانه و سريع است. واحدهايي از اين آمادگي برخوردارند که در محيطي کاملاً رقابتي و به دور از حمايت هاي نامعقول فعاليت داشته باشند. اقتصادهاي ملي بواسطه دو عامل اصلي جهاني شدن و تحول تکنولوژيک، دستخوش تغييرات سريعي هستند و بنگاههاي اقتصادي و توليدي نيز شديدا در معرض اين تحولات قرار دارند. اين فضاي رقابتي بوجود آمده باعث مي گردد تا موفقيت در بازار نصيب شرکت هايي شود که خود را با عوامل محيطي تطبيق دهند. به عبارت ديگرشرکت ها محصولي را ارائه کنند که مردم حاضر به خريد آن باشند. تقاضاي بالا به دليل جواني و رشد جمعيت، تنوع و نوآوري در کسب و کار الکترونيک، روند رو به کاهش قيمت در سطح جهاني و افزایش صرفه های به مقیاس همزمان با رشد استفاده از کسب و کار الکترونیکی در کشورهای مختلف ، زمينه را براي فعاليت شرکت هايی که در پی تجارت متعامل با جهان هستند هموار نموده است 

   اين  مقاله از الگوهایی براي انتخاب و تدوين استراتژي بهره برده و در ادامه با استفاده از مدل هاي : ماتريس رشد- سهم گروه مشاوره اي بوستون (BCG)، ماتريس شركت جنرال الكتريك( GE)، ماتريس محصول، بازار آنسوف، ماتريس كاتلر، ماتريس SWOT، ماتريس داخلي وخارجي (IE) و ماتريس ارزيابي موقعيت و اقدام استراتژيك (SPACE) استراتژيهاي مختلف را بررسي نموده است .                     

الگوهای تدوین استراتژی :

در هر سازماني پس از آنکه رسالت و اهداف مرتبط با آن مشخص گرديد با توجه به اين هدف کلي که شرکت ها به دنبال يافتن راههايي هستند تا از نقاط قوت خود براي بهره برداري از فرصت هاي جذاب بازار، استفاده نمايند، عملاً به شناسايي فعاليتهاي کليدي و قابليتهاي اصلي خود پرداخته و با تجزيه و تحليل محيط، فرصتهاي جذاب بازار را شناسايي مي کنند. شرکتها بسته به ماهيت و شرايط خود و بازار ، مدلهاي مختلفي را براي سنجش و تطبيق فعاليتها و شرايط خود در محيط انتخاب ميکنند.

   تعدادي از مدلهاي فوق مانند مدل ماتريس گروه مشاورين بوستون و مدل شرکت جنرال الکتريک (GE) عملاً مدلهاي پورتفوليو و يا ارزيابي ترکيب فعاليت ها مي باشند و از اين جهت که نتيجه آن به تصميم گيري براي تخصيص منابع به فعاليتهاي اصلي براي رشد و توسعه بازار منتهي مي شود. در اين بخش به تشريح آنها پرداخته شده است.

مدل گروه مشاوره اي بوستون ^[1]( ماتريس BCG )  

    گروه مشاوره اي بوستون ( BCG )1 که يک مؤسسه مشاوره اي مديريت است ماتريس  رشد ـ سهم را براي ارزيابي ترکيب فعاليت هاي اقتصادي شرکتها ارائه کرده است .

   اصولاٌ شرکت هاي بزرگ و مادر که داراي فعاليتهاي مختلف اقتصادي مي باشند با توجه به وضعيت بازار و رقبا نيازمند تصميم گيري استراتژيک در تخصيص منابع به فعاليتهاي مجزاي اقتصادي و رشد مي باشند. ماتريس رشد ـ سهم به چهار مربع تقسيم شده است و هريک از آنها نشان دهنده نوع فعاليت استراتژيک مي باشد.

   1 – علامت سؤال: کسب و کارهايي که در مربع علامت سؤال واقع شده اند، کسب و کارهايي هستند که در بازارهاي با نرخ رشد بالا عمل مي کنند ولي خود داراي سهم نسبي بازار پايين هستند. اکثر فعالين اقتصادي، تحرک خود را از علامت سؤال آغاز مي کنند و اين وقتي است که يک شرکت قصد دارد تا به يک بازار با رشد بالا که در آن پيشتاز وجود دارد وارد شود .

   2 – ستارگان: اگر کسب و کار واقع در مربع علامت سؤال، با موفقيت روبه رو شود به ستاره تبديل مي شود. يک ستاره در يک بازار با رشد بالا پيشتاز است. نگهداري واحدهاي کسب و کار در حالت ستاره و ادامه کار همراه با رشد بازار بالا و مقابله با حملات رقبا به منابع مالي قابل ملاحظه اي نياز دارد تا با بکارگيري استراتژيهاي يکپارچگي و يا مشارکت، آنها را تقويت و پيشتازي را براي آنها حفظ نمايد .

   3 – گاوهاي شيرده: اگر نرخ رشد سالانه بازار به کمتر از 10درصد سقوط کند ، در صورتي که واحد ستاره همچنان از بزرگترين سهم نسبي بازار برخوردار باشد، به گاو شيرده تبديل مي شود. يک گاو شيرده وجوه نقدي فراواني را براي شرکت تأمين مي کند و چون بازار از رشد بالايي برخوردار نيست، اين منابع مالي مي تواند براي کسب و کارهاي ديگر شرکت بکار رود. اگر شرکت از تعداد بيشتري گاو شيرده برخوردار باشد شرايط بهتري دارد زيرا مي تواند از صرفه جويي هاي مقياس و سود آوري بالا برخوردار باشند.

   4- سگ ها : کسب و کارهايي هستند که در بازارهاي با رشد کم ، از سهم بازار ضعيفي برخوردارند. مقدار کمي نقدينگي ايجاد مي کنند اما بطور کلي ايجاد کننده سود يا زيان کمي هستند ولي معمولاً وقت مديريت را بيش از فايده اي که دارند ,  مي گيرند.

مدل شرکت جنرال الکتريک (GE):

   تعيين يک هدف مناسب براي يک واحد کسب وکار استراتژيک نمي تواند صرفاً توسط جايگاه آن در ماتريس رشد – سهم تعيين شود . جنرال الکتريک عوامل ديگری ر ا به ماتريس رشد – سهم افزوده تا بتواند فعاليتهاي گسترده خود را ارزيابي نمايد. در اين مدل هر فعاليت بر حسب دو معيار اصلي جذابيت بازار و توانمندي شرکت درجه بندي ميشود. در معيار جذابيت بازار علاوه بر نرخ رشد بازار بعنوان بخشي از جذابيت بازار ، اندازه بازار ، نرخ رشد سالانه بازار ، سود آوري، شدت رقابت، ضروريات  تکنولوژي، آسيب پذيري تورمي، ضروريات انرژي، تأثير زيست محيطي، اجتماعي، سياسي و قانوني نيز مورد توجه قرار گرفته است. در معيار توانمندي شرکت علاوه بر سهم بازار، عواملي چون رشد  بازار، کيفيت محصول، شهرت نام تجاري، شبکه توزيع، اثر بخشي تبليغاتي، ظرفيت توليد، بهره وري توليد، هزينه ها، عملکرد تحقيق و توسعه و سطح دانش کارکنان سطح مديريت، مد نظر قرار گرفته است ماتريس GE داراي 9 فاز ميباشد و به سه قسمت تقسيم ميگردد. دايره در اين ماتريس نشان دهنده اندازه بازار مربوطه است و قسمت تيره دايره سهم بازار فعاليت را در آن بازار نشان مي دهد. مثلاً فعاليت A در يک بازار بزرگ با جذابيت بالا ، 75% سهم دارد.

ماتريس تهديدات، فرصت ها، نقاط قوت و نقاط ضعف( SWOT)

   اين ماتريس از ابزارهاي مهمي است که مديران بوسيله آن اطلاعات مورد نياز را مقايسه مي کنند و در نتيجه به چهار نوع استراتژي  دست مي يابند. اين ماتريس داراي 9 خانه است، در يک محور نقاط قوت ^[2] ,نقاط ضعف^[3]  و در يک محور  فهرست  فرصت ها ^[4] و تهديدات ^[5] محيطي را قرار داده و از تلاقي آ نها استرارتژي هاي so ،wo ،st ،wt  استخراج مي گردد . مقايسه دو به دوي فرصت ها با نقاط ضعف، فرصت ها با نقاط قوت، تهديدات خارجي با نقاط ضعف و تهديدات خارجي با نقاط قوت و درج نتايج حاصل از اين مقايسه ها در جدول ذکر مي گردد. در مقايسه ها ، هدف تعيين استرتژيهاي قابل اجرا است. لذا همه استرتژيهاي که در ماتريس بدست مي آيند، به اجرا در نمي آيند.

ماتريس داخلي و خارجي (IE)

   ماتريس داخلي و خارجي ^[6] ، بخش هاي مختلف شرکت را در 9 خانه قرار مي دهد. روش کار اين مدل  شبيه مدل گروه مشاوره اي بوستون مي تواند براي هر فعاليت صورت بگيرد و يا براي کل شرکت . جمع نمره هاي نهايي روي محور Xها و Yها ، از 1 تا 99/1 نشان دهنده ضعف شرکت است ، نمره هاي 2 تا 99/2 نشان دهنده وضع متوسط شرکت است و نمره هاي 3 تا 4 بيانگـر قوت شرکت است. ماتريس داخلي و خارجي به سه ناحيه تقسيم مي گردد و براي هريک از آنها استراتژيهاي متفاوتي پيشنهاد مي گردد.

5 ) ماتريس ارزيابي موقعيت و اقدام استراتژيک (Space)^[7]

   اين ماتريس در بکارگيري جهت مقايسه عوامل داخلي و خارجي شرکت از اهميت بسزايي برخوردار است. اين ماتريس نشان دهنده دو بعد داخلي توان مالي (FS)^[8] و مزيت رقابتي ^[9] (CA) و دو بعد خارجي  ثبات محيط ^[10] (Es) و قدرت صنعتي ^[11] ( IS ). بسته به نوع سازمان براي هر يک از ابعاد که روي محورهاي ماتريس Space قرار مي گيرند مي توان از متغيرهاي مختلفي استفاده کرد .

 استراتژيهاي تهاجمي ^[12] : در اين حالت سازمان در بهترين وضع ممکن است و مي تواند با استراتژيهاي تمرکز ، يکپارچگي و مشارکت از فرصتها بهترين بهره برداري را بنمايد.

 استراتژيهاي محافظه کارانه ^[13] : که اغلب استراتژيهاي رسوخ در بازار، توسعه بازار، توسعه محصول و تنوع همگون را شامل مي شود.

استراتژيهاي تدافعي ^[14]: بايد با پرهيز از تهديدات خارجي نقاط ضعف داخلي را اصلاح کرد و اغلب به واگذاري، انحلال، کاهش فعاليتها و تنوع همگون مي انجامد .

استراتژيهاي رقابتي ^[15] : در اين حالت سازمان بايد استراتژيهاي رقابتي را به اجرا در‌آورد و از استراتژيهاي يکپارچگي، تمرکز و مشارکت بهره جويد .

مدل آنسوف

   هنگامي که شرکت براي ترسيم آينده خود و براساس فعاليتهاي کسب و کار موجود و در
 برنامه ريزيهاي استراتژيک بلند مدت براي رشد و توسعه ، ميزان فروش و سود‌ آوري را پيش بيني
 مي کنند ، اگر بين فروش مورد انتظار در آينده و فروش پيش بيني شده فاصله اي موجود باشد
 گزينه هاي مختلفي براي پر کردن اين فاصله وجود دارد که عملاً سه روش رشد را پيش روي شرکت قرار مي دهد که عبارتند از :‌ رشد متمرکز ، رشد ائتلافي  و رشد متنوع سازي

   در رشته متمرکز که عملاً اولين اقدام شرکت مي باشد تا با بررسي بهبود عملکرد در فعاليتهاي کسب و کار فعلي راههاي موفقيت را جستجو بکند ، ايگور آنسوف ^[16] ، به منظور کشف فرصتهاي جديد در جهت رشد متمرکز ، مدلي را ارائه مي کند که به مدل گسترش محصول – بازار شهرت دارد . بر اساس اين مدل که در نمودار زیر آمده است ، شرکت براي توسعه بازار ، چهار انتخاب استراتژيک را پيش رو دارد .

استراتژي نفوذ در بازار ^[17] :اين استراتژي به معني باقيماندن در بازار فعلي با استفاده از محصولات فعلي و تلاش براي توسعه سهم بازار است .

استراتژي توسعه محصول ^[18] : در اين استراتژي ، شرکت در بازار فعلي ، محصولات جديدي را عرضه مي کند و با توسعه فروش آنها خود را در بازار فعلي ارتقاء مي دهد .

استراتژي توسعه بازار ^[19]: در اين استراتژي ، شرکت با تکيه بر قابليت هاي فعلي براي توليد محصولات خود ، به بازارهاي جديد وارد شده و با عرضه محصول در اين بازارها فروش خود را توسعه مي دهد .

استراتژي متنوع سازي ^[20]: اين استراتژي به معني عرضه محصولات جديد در بازارهاي جديد است و ريسک و زحمت آن بيش از ساير روشها است .

   اين استراتژي وقتي توجيه پذير است که فرصتهاي خوبي خارج از محصولات فعلي و بازارهاي فعلي در دسترس باشد و يک فرصت خوب ، فرصتي است که در صنعت بسيار جذاب بوده و شرکت نيز از امکان موفقيت در آن برخوردار باشد .

  مدل کاتلر

   فيليپ کاتلر ^[21] با توسعه مدل آنسوف و افزودن عواملي چون مراحلي جهت توسعه محصولات و تطبيق بازارهاي فعلي و جديد به يک مدل نه خانه اي رسيده است . در اين مدل عملاً چهار استراتژي اصلي حاصل از مدل آنسوف ، استراتژي اصلي بدست آمده مي باشد و براي مراحل مياني يعني بين بازارهاي فعلي و جديد و محصولات فعلي و جديد خط مشي هايي را پيشنهاد مي دهد . کاتلر در اين مدل توسعه جغرافيايي و نوآوري جغرافيايي را بعنوان مراحل مياني براي بازارهاي فعلي و جديدپيشنهاد داده و براي توسعه محصول و براي گذار از محصولات فعلي به محصولات جديد، مراحلي را جهت تطبيق نيازها بر محصولات براي بازارهاي فعلي وجديد بيان مي کند.     

ويژگيهاي يک استراتژي خوب

1 ) تفکر استراتژيک

تفکر استراتژيک زيربناي مناسبي براي استراتژيهاي خلاق و اثر بخش است .يک استراتژي خوب مي تواند در سايه تفکر استراتژيک شکل گيرد .

هامل و پراهالاد^[22] ، تفکر استراتژيک را مبنايي براي انديشيدن مي دانند که مي توان آن را مهارت معماري استراتژي دانست .

   خانم جين ليدکا^[23] با ارائه مدلي تفکر استراتژيک را مبنايي براي خلق استراتژيهاي نو
 مي داند که قادر است قواعد رقابت را تغيير دهد و چشم اندازي کاملاً متفاوت از وضع موجود را ترسيم کند .

2) اثر بخشي استراتژي

   استراتژي بدون شناخت محيط و عوامل پيراموني ، طراحي نمي گردد و اگر اين شناخت واقعي و مبتني بر واقعيتهاي محيطي نباشد، از اثر بخشي باز مي ماند .

چنانچه شناخت سازمان از رقباي اصلي ، نياز مشتري ، روند تکنولوژي ، کالاهاي مکمل ، نقاط قوت و ضعف دروني ، تهديدها و فرصتهاي بيروني ، مبتني بر واقعيتها نباشد ، استراتژي بنا شده بر اين شناخت ، محکوم به شکست است .

عواملي که باعث مي گردد تا استراتژي اثر بخش و کارآمد گردد عبارتند از :

شناخت از محيط بايد عيني و مبتني بر واقعيتهاي محيطي باشد .استراتژي ريشه در ارکان سازمان داشته باشد و از درون جوشيده باشد .استراتژي بايد يکپارچه باشد و به عنوان محوري براي همه برنامه هاي سازمان قلمداد شده و نقطه اساسي انجام همه برنامه هاي سازمان باشد .تعداد اهداف محدود باشد .زيرا استراتژي قدرت خود را از تمرکز منابع ارزشمند ( و محدود ) سازمان بر روي مهمترين فرصت  مي گيرد و تعدد اهداف ، اين کارکرد را خنثي خواهد کرد .

ويژگيهاي يک استراتژي کارآمد :

- سازگاري : استراتژي بايد در راستاي اهداف بلند مدت ، سياست ها و نيروي انساني سازگار باشد . وجود تعارض سازماني ، اختلاف بين دواير ، دلائلي بر ناسازگاري استراتژيک است .

- هماهنگي:يک استراتژي بايد واکنشي باشد که سازمان در برابر عوامل خارجي و تغييرات داخلي از خود نشان مي دهد و خود را با اين شرايط هماهنگ مي کند .

- امکان پذير بودن (در دسترس بودن): يک استرتژي نبايد ، بيش از حد از منابع موجود استفاده کند و نيز نبايد مسائل حل نشدني به وجود آورد و به گونه اي باشد تا سازمان در محدوده منابع مالي ، انساني و فيزيکي از عهده آن بر آيد .

- چالشي بودن :يک استراتژي  بايد به گونه اي باشد تا مجموعه سازمان اعم از منابع انساني ، منابع مالي و فيزيکي را به تحرک وا داشته و در سايه گسترش فعاليتها ، موفقيت نصيب سازمان گردد ، بدين ترتيب مهارت و چالاکي و توانائيهاي سازمان تقويت مي گردد .

- مزيت رقابتي :يک استراتژي بايد بتواند دريک زمينه فعاليت، نوعي مزيت رقابتي به وجود آورد ، يا اين پديده را حفظ نمايد

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¿El Marketing Relacional se puede apoyar en los medios sociales? El marketing relacional esta basado en el fortalecimiento de los lazos entre la empresa y sus clientes. Por tal motivo, las empresas deben realizar acciones para conocer, escuchar y aprender de sus clientes. En ese sentido, la participación en redes sociales y la comunicación a través de medios sociales, ayudan sustancialmente a estar más cerca de nuestros clientes y de esta manera afinar nuestra oferta.

Cada una de las etapas de nuestra estrategia de marketing relacional, se puede beneficiar de la participación de los clientes en la Web social. A continuación se muestra un pequeño análisis del la utilización de medios sociales en cada etapa del marketing relacional:

Identificando nuestros clientes

Es necesario tener identificado a nuestros clientes, saber como son, que perfil tienen y donde los podemos encontrar. La labor de identificación de nuestros clientes pude ser complicada en cuyo caso, se dificulta el mantener relaciones con ellos. La participación en medios sociales nos puede ayudar a segmentar e identificar a nuestros clientes, siempre y cuando este tipo de cliente participe en este medio (Internet). En todo caso, la mayoría de veces, es mas barato conocer a nuestros clientes en este tipo de medios.

Informando sobre nuestros productos

Existe un proceso de información donde tratamos de hacer llegar a nuestros clientes, el conocimiento de las ventajas y beneficios de nuestros servicios y productos. Esta es una tarea ardua y necesitaremos la mayor visibilidad posible. Nuestra red de contactos de primer grado nos es fácilmente visible, pero que pasa con los contactos de nuestros contactos? Ahí tal vez ya no podamos llegar fácilmente. Las herramientas de medios sociales nos ayudan a ampliar esa visibilidad, llegando incluso a contactos de segundo y tercer grado. Es la tecnología la que ha hecho posible ampliar nuestra red y llegar a la audiencia que identifiquemos como clientes nuestros.

Más información: Puromarketing.com

Well, I agree the title of this post is somewhat provocative. Nevertheless, it is driven by the criticism that European data protection practitioners usually express towards their US colleagues’ approach when dealing with privacy and protection of personal data.

This should not surprise as the right to privacy is a highly developed area of law in Europe. Accordingly, the European Union has long had a privacy framework for the processing of personal information that is different – and more restrictive — than privacy practices in the US. By contrast, the United States prefers what is called a “sectoral” approach to data protection legislation, relying on a combination of legislation, regulation, and self-regulation, rather than overarching governmental regulations (see “A Framework for Global Electronic Commerce“. To date, the US has no single, overarching privacy law comparable to the EU Directive.

The EU Data Protection Directive requires EU member states to provide for legislation that prohibits the transfer of personal data outside the EU. However, there are some exemptions from that rule, one of which applies where the EU has determined that the laws of the country of destination provide “adequate” protection for personal data. Among others, Switzerland and Argentina were determined to be such countries. In the late 1990s, the EU determined that the laws of the United States did not meet its adequacy standard.

However and in order not to totally prohibit the personal data transfer between the largest economies, the US Department of Commerce in consultation with the European Commission developed the “Safe Harbor Arrangement”. As a consequence, US companies that are under the jurisdiction of the Federal Trade Commission or the US Department of Transportation may enrol to that arrangement and process personal data submitted by European partners (subsidiaries) of theirs.

A company under the FTC’s jurisdiction that self-certifies its compliance with the Safe Harbor Arrangement, but fails to observe them may be subject to an enforcement action under Section 5 of the FTC Act, which prohibits unfair or deceptive trade practices.

After a decade without any enforcement actions, the FTC recently proceeded against seven companies and obtained consent orders against them.

While these actions by the FTC are said not to represent substantive enforcement within the Safe Harbor Arrangement, they do signify that companies need to be even more vigilant about the content of their privacy policies and marketing assertions.

Bloomberg’s Gigi Stone reports on the use social media websites for exclusive member-only holiday shopping promotions.

And if you want to hear more from the Best Buy Twelpforce Carolers, check this out.

At Ballyhoo Mobile Marketing, Inc. we have been talking with our clients for many months now about the rising importance of having a mobile website. And not the garbage work of some who filters your current website so that it looks okay on a mobile phone. Rather, a website built from the ground up specifically for mobile browsing.

People accessing your website on the go are looking for different information, in a different order, and don’t need all of your flash. In fact, they are even typing different terms into search engines to find your business and your competitors. If you don’t yet have a mobile-specific firm working on a mobile website and mobile search initiatives for you, it’s time to begin.

eMarketer predicts that by 2013, nearly 50% of mobile phone users will access the mobile Internet at least monthly (see graph at bottom). Along with rising smartphone shipments and increases in spending on mobile data plans, this will create a growing mobile content market. “The expected increases in mobile Internet users, mobile data revenues and smartphone sales will produce an environment in which users will be hungry for content,” said Paul Verna, eMarketer senior analyst and author of the new report, “Mobile Content: Paid Models Take Shape.” “It is likely that mobile content will follow a trajectory similar to Web content

Let us help you by starting with a free, no-strings-attached marketing consultation. Visit us at www.BallyhooMobile.com to learn more about affordable and custom mobile marketing campaigns from one of the leading mobile marketing boutique firms. Also feel free to email us directly at sales@ballyhoomobile.com with any questions.

• Apostila de Finanças Aula 1 – O valor do dinheiro no tempo
• Apostila de Finanças Aula 2 – Os diversos tipos de taxas
• Apostila de Finanças Aula 3 – Séries de pagamentos
• Apostila de Finanças Aula 4 – Análise de investimentos
• Apostila de Finanças Aula 5 – Para quem gosta de álgebra
• Apostila de Finanças Aula 6 – Operações de desconto
• Apostila de Finanças Aula 7 – Contabilidade para decisão
• Apostila de Finanças Aula 8 – Plano financeiro
• Plano de Negócios, Prof. MSc. George Wilson Aiub
• Como Elaborar um Plano de Negócio
• Como Falar Bem em Público
• Estratégia e Marketing – Aula 01 Introdução aos Conceitos de Estratégia
• Estratégia e Marketing – Aula 02 A Importância do Direcionamento Estratégico
• Estratégia e Marketing – Aula 03 Mapeamento Ambiental – O Modelo das 5 Forças de Porter
• Estratégia e Marketing – Aula 04 Conduzindo uma Análise Swot
• Estratégia e Marketing – Aula 05 Mediação e Validação dos Objetivos Estratégicos – Indicadores Estratégicos
• Estratégia e Marketing – Aula 06 Aspectos Comportamentais do Processo Estratégico
• Estratégia e Marketing – Aula 07 Estratégia Empresarial e Marketing
• Estratégia e Marketing – Aula 08 Conceitos Básicos do Marketing e comprometimento com a criação de Valores para os Clientes
• Estratégia e Marketing – Aula 09 Composto de Marketing
• Estratégia e Marketing – Aula 10 Administração de Marketing e Pesquisa de Mercado
• Estratégia e Marketing – Aula 11 Marketing na Nova Economia ou Marketing Transformacional
• Estratégia e Marketing – Aula 12 Marketing e Serviços
• Estratégia e Marketing – Aula 13 Planejamento de Marketing -  Principais Conceitos
• Estratégia e Marketing – Aula 14 Plano de Marketing – Principais Conceitos
• Técnicas de Comunicação – Aula 01 Relacionamento Interpessoal 1
• Técnicas de Comunicação – Aula 02 Relacionamento Interpessoal 2
• Técnicas de Comunicação – Aula 03 Processo de Comunicação
• Técnicas de Comunicação – Aula 04 Comunicação Interpessoal
• Técnicas de Comunicação – Aula 05 Linguagem Corporal e Não-Verbal
• Técnicas de Comunicação – Aula 06 Comunicação Escrita
• Técnicas de Comunicação – Aula 07 Apresentações e Reuniões
• Técnicas de Comunicação – Aula 08 Símbolos e Marcas
• Técnicas de Comunicação – Aula 09 Comunicação Interna
• Técnicas de Comunicação – Aula 10 Comunicação com Clientes e Públicos Influentes
• Técnicas de Comunicação – Aula 11 Lidando com o Conflito
• Técnicas de Comunicação – Aula 12 O Conflito nas Organizações
• Técnicas de Comunicação – Aulas 13 A Negociação Distributiva e Integrativa
• Técnicas de Comunicação – Aula 14 Os Fundamentos da Negociação
• Técnicas de Comunicação – Aula 15 O Processo de Negociação
• Criatividade e Atitude Empreendedora – Aula 01 O Curso de Empreendedorismo e Inovação no Contexto da Sociedade do Conhecimento
• Criatividade e Atitude Empreendedora – Aula 02 A Inovação Tecnológica: Motivações, Dimensões e Conceitos Centrais
• Criatividade e Atitude Empreendedora – Aula 03 Empreendedorismo: Conceitos e Princípios
• Criatividade e Atitude Empreendedora – Aula 04 O Processo Empreendedor
• Criatividade e Atitude Empreendedora – Aula 05 Conhecendo a Pequena Empresa no Brasil
• Criatividade e Atitude Empreendedora – Aula 06 Novos Empreendimentos: Financiamento e Incubação
• Criatividade e Atitude Empreendedora – Aula 07 Normas Sociais e Valores que Apóiam o Empreendedorismo
• Criatividade e Atitude Empreendedora – Aula 08 O Empreendedorismo Social
• Criatividade e Atitude Empreendedora – Aula 09 O Empreendedorismo Corporativo
• Criatividade e Atitude Empreendedora – Aula 10 O Comportamento Empreendedor
• Criatividade e Atitude Empreendedora – Aula 11 Uma Introdução à Criatividade
• Criatividade e Atitude Empreendedora – Aula 12 Bloqueios à Criatividade
• Criatividade e Atitude Empreendedora – Aula 13 Processo Criativo
• Criatividade e Atitude Empreendedora – Aula 14 Técnicas para Aumentar a Criatividade no Trabalho
• Criatividade e Atitude Empreendedora – Aula 15 Criatividade nos Negócios

Vi no http://fabiovelasco.com/

About this time ever year, I begin to look for good deals on just about everything. I look for deals on everything from hats to boots, from food to guns, and from presents for others to presents to myself. The one thing I love finding deals on the most though is tools. I also seem to have the most success in finding good deals on tools during this time of year. I guess there are several reasons for this. First, people always need extra cash around the holidays. Second, tools can be sold for a good chunk of change because of they’re value. Also, tools can be sold because they are absolutely not a necessity.

I spend a good bit of time rummaging through garage sales and yard sales and the like to find good tools at reasonable costs. I have some success doing this and it is rather enjoyable to venture out on a tool treasure hunt. It just takes so much time that very few of us have extra of these days. I believe that it is a misconception that you can’t find good tools online. I spent a lot of time doing some digging on the internet to find out if there are good places to get some good tools at affordable prices. If you can afford tools, this is a great time of the year to pick them up.

I have found a bunch of great sites that you can find great tools whether it be for yourself or a gift idea. Sellbits.com offers tools at extremely reasonable prices with shipping included in the price. Sellbits.com is a wonderful new online buying and selling website that you can also sell your tools online if selling your tools (or anything for that matter) is what you want to do. Northerntool.com and houseoftools.com are good sites too. They deal more along the lines of new tools. So, there are places that you can find tools online. You don’t have to spend the large amounts of time rummaging through garage sales and yard sales anymore. You can find a lot of good deals on tools online. You just have to know where to go.

The other obvious advantage of shopping for your tools online is avoiding the holiday shopping season. If you’re a normal guy like me, you can’t stand the thought of dealing with the masses that magically appear out of nowhere starting the day after Thanksgiving and ending around the first of the year. Shopping for your tools online saves you so much time and more than a handful of massive headaches. Not to mention the fact that shopping online is very safe and secure these days. It’s a beautiful thing to be able to have tools arrive at your doorstep just by clicking a button on the computer screen which still amazes me.

Anyway, before I ramble on to much more here. The purpose of this article is simply to let the men of the world know that once you shop for your tools online at the right sites like sellbits.com, northerntool.com, and houseoftools.com you will do it a lot more often because of its simplicity. Happy holidays to all!

Une question qui se pose assez souvent, qui sont les plus gros vendeurs d’eBay et surtout combien d’objets vendent-ils par mois ?

Une question qui trouve sa réponse ici. Même la France est citée.

Via Sellermania.

Imagine a meeting of Major League Baseball team owners as they collaborate to improve their financial results. You’re in the room. A scrawl of operating statistics covers several flip charts. Alternatives ranging from increasing ticket prices to cutting fan perks are discussed. But at the end of the 10-hour meeting, one option prevails:

Beginning next season, the pitcher’s mound in every stadium will be moved a modest six inches closer to home plate.

Great excitement follows. Owners can take the results to the bank, and players and fans won’t even notice! How? The executives figure that the shorter distance will make it possible to play a full game in just under three hours, down from the current average of three and a half. They reason that six fewer inches of throwing distance cuts the decision time for a hitter to swing, resulting in more strikeouts. More strikeouts mean less playing time, and less playing time means shorter operating hours for stadiums. (There were about 33,000 strikeouts in 2008.)

Eyes light up as numbers are eagerly keyed into pro-forma spreadsheets on flickering laptop screens. The thirty-minute per game reduction will save millions of dollars of operating expenses for every team. Lower labor and utility costs! Faster fixed charge coverage for expensive stadiums! The savings will drop right to the bottom line!

If you think the boundary-changing idea sounds preposterous, think again. This principle behind this imaginary gambit isn’t fantasy in e-commerce. The difference is that the boundaries are abstract and the money is real—to those receiving it. Want proof? This year, banks are projected to earn $38.5 billion in overdraft charges by shifting a long-assumed boundary called “I accept the charges.” How? According to a recent editorial in The Washington Post (Overdrawn and Uninformed, 9/22/09)[/i]: “. . . from time to time, you may have found yourself inadvertently making a debit card purchase that exceeds your remaining funds. Alas, the way you may have found out about the overdraft was a notice from your bank, days later, informing you that you owe a $30 service fee. The bank just automatically floated you a small loan and charged you for it without giving you a chance to accept or reject the offer.”

Missed the boundary change? Don’t worry. Thirty-eight and one-half billion dollars in 2009 overdraft fees suggests you’re not alone. The bank extracts money through a silent, virtual ka-ching, with binary 1’s and 0’s flowing to complete the seamless transaction, absent the faces of Jackson and Hamilton. And that’s just the point. Customers don’t attempt to intervene because the experience fails to excite the same area of the brain that real money does—a phenomena that author Jonah Lehrer describes in his book, How We Decide. A small transaction-boundary shift yields a $38.5 billion reward—a sensational feat that now has the attention of Congress.

Elsewhere in e-commerce, changing abstract boundaries also keeps fiscal 1’s and 0’s moving from payer to vendor. Ever receive a charge on your credit-card statement for a “trial offer” you didn’t really want? It’s probably because you didn’t remember to “opt out” after you “opted in.” Where, exactly, was boundary for the transaction? It’s clear as mud.

Opt in/opt out. It’s today’s tool of choice for e-commerce boundary changers. Remember Facebook’s Beacon Debacle, in which a man purchased a diamond ring (for his wife?) from overstock.com, and 720 Facebook friends were informed about the transaction? As Christopher Caldwell wrote in The New York Times (“Intimate Shopping,” 12/23/07), “Facebook designed Beacon so that members would be able to “opt out” by clicking a pop-up window. But these windows were hard to see and disappeared very fast. If you weren’t quick on the draw, your purchases were broadcast to the world, or at least to your network . . . Privacy advocates urged that Beacon be made an “opt in” program, which members would have to explicitly consent to join . . . Facebook agreed to this approach. The Beacon fiasco gives a good outline of what future conflicts over the Internet will look like. Whether a system is opt-in or opt-out has enormous influence on how people use it.” No joke. And on how much revenue can be generated, as well.

Of course, boundary changing has as much to do with our (presumably) private information sold to others as with the flow of money. Did you “accept” the data-collection cookie that resides on your hard drive? Better check the Terms of Use. “Increasingly, there are no limits technologically as to what a company can do in terms of collecting information . . . and then selling it as a commodity to other providers,” said Representative Edward Markey in August, 2008.

These examples prove that dollars can be taken and lost in the blurry zone between asking for specific approval to complete a transaction, and simply assuming assent for things that formerly required it. Whether it’s baseball or banking, with scalability, a little boundary shift goes a long, long, way.