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Next-level Customer Experience Is About Applied Data Intelligence. — Medium

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Next-level customer experience is about applied data intelligence. Honored to be on OrigamiLogic #blog bit.ly/1sTaunO FASHION, FOOD, COSMETICS. THE NEW BUSINESS MODELS. Let’s take a few industries disrupted by the data revolution. As a new comer to the Bay and over the weeks, I have met many start-ups, at different stages of their development. Let’s have a look at the food industry. Instacart is an app that offers grocery delivery service within a two-hour slot selected by the customer. Zesty delivers meals for employees of large companies in San Francisco in real time, they know where is the food, which meals are ordered with specific dietary requests (and notes on menus by users) for ultimately a better health for everyone. No wonder they have several Phd in data analytics in their team to follow their business customers every day and continue to improve their performance (delivery time, customer satisfaction). In cosmetics, Ipsy allows customers who have subscribed (10 dollars monthly) to receive a kit containing samples of different brands in skincare, makeup and fragrances. As the platform has been created with the famous Michelle Pham, known for her videos with millions of views on YouTube, customers are encouraged to share on social networks that they received their package and enjoy their experience. They can also buy the products full size. Ipsy therefore understands better what pleases customers , reads what is said on social networks, and so defines at the best the set of products for the next kit. Curology is doing a small revolution in skincare in California, for acne-prone skin in particular: its subscription model to (20$ per month) allows customers to have a prescription from a dermatologist with whom they had a chat on the site, and receive a product conceived for their specific skin needs. The collected data (including skin pictures) allows a personalized customer follow up, which is the dream of many leading brands. And what about the fashion industry ? Le Tote and its subscription model (49 dollars a month) also brings together information about customers: their size, their style described with visual boards and words while creating the account, but also what they liked or not among the 5 clothes sent in the box, they also wear and return clothes without worrying about cleaning when they want a new shipment. The more they receive clothes, the better the algorithm refines shipments and can also give feedbacks to partners about the clothes : patterns, color, quality of the material. Finally, if a customer loves a dress or jacket, she can buy it with a discount. These companies already generate revenues, and investments walk on two legs: Physical: Zesty deals with equipment for meals in one room, Curology sends skincare bottles, Le Tote has a warehouse with thousands of tops and jackets and is one of the biggest laundry service in California. Instacart relies on shoppers who choose your apples and avocados very carefully. - Algorithms and. machine learning: data analytics for trends and “patterns” and better serve the customers in real time, some parts are automated, others require the “human touch”, from the personal shopper to the “in house” stylist. - And of course, the companies also have a community : content on social networks generated by users, instagram posts, video testimonials, enthusiastic twitts, are part of the DNA of each brand and its aura. Co-create with customers allows growing start ups to generate new ideas, using hastags or the strongest visual imaginary, converting a conversation in “insights” value for products and services. It is under way: le Tote is proud to be defined as “the fashion Netflix” by journalists, Instacart is presented by some as the future Uber for grocery and food, Ipsy brings together millions of women engaged in its beauty community. All come from a tech culture, are based in the Silicon Valley, and think global. They have a new marketing intelligence. Let’s wonder in. each of our industries what he can learn from them. Recently it was stated that Fintech startups would kill banks. Now we talk more about the arrival of new financial services, delivering a service for customers who were not the top priority for large financial institutions. Start the conversation ahead with startups and VCs that support them can only have a positive impact: watch your market with a new glaze, identify talent and skills, understand. “data intelligence “ you could need in the coming period (from analysis to exploration), consider possible acquisitions one day to go faster. Indeed, doing so you continue to move forward and develop your business. Odile Roujol Advisor Next World Capital ( @NextWorldCap Twitter)
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How To Properly Frame Your Design Challenge

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In this post I am going to explain how to initiate the human centred design process by properly framing your design challenge. I will first give an introduction to human centred design, before giving an overview of why framing your design challenge is an integral part of this process, lastly I will explain a six-step method to frame your design challenge. I hope you find this post useful! Intro to Human Centred Design In its simplest definition, human centred design is ‘a creative approach to problem solving’ (IDEO). It’s a process that takes into account the needs of real people, then through intense periods of research, ideation, prototyping and iteration, aims to develop an innovative solution to a problem. Human centred design was pioneered by international design and consulting firm IDEO in the 1990’s, and it is predominantly IDEO’s design methodology, and an adapted version of their tool to frame design challenges, that will be explored in this post. Despite popularising the approach, the use of the human centred design process is by no means limited to IDEO. According to Joseph Giacomin of the Human Centred Design Institute at Brunel University, human centred design is ‘based on the use of techniques which communicate, interact, empathise and stimulate the people involved, obtaining an understanding of their needs, desires and experiences’. Giacomin also states that the outcome of the process should be ‘products, systems and services which are physically, perceptually, cognitively and emotionally intuitive’. Another great example of the human centred design process as used outside, and before the existence of, IDEO, is provided by Dave Thomsen CEO of Wonderful Media. He cites the product development of the breakfast cereal Cornflakes by inventor W.K. Kellogg as an example of human centred design. He says ‘Kellogg’s genius came not just in his flair for food product invention, but also in his customer-centric approach, iterative prototyping process and careful consideration of the entire product experience — from the cereal itself to its packaging, marketing and distribution. Kellogg was more than a brilliant food scientist and marketer. He was also a brilliant designer.’ IDEO’s London office (Image from https://www.ideo.com/locations/london)Why You Should Frame Your Design Challenge The human centred design process as used by IDEO consists of three main stages — Inspiration, Ideation and Implementation. In this post I am focusing on the first stage, Inspiration, which according to IDEO is about ‘learning on the fly, opening yourself up to creative possibilities and trusting that as long as you remain grounded in the desires of the people you’re designing for your ideas will evolve into the right solution.’ This idea of being focused on real people is of over-arching importance throughout the entire human centred design process, but is of particular importance during the inspiration phase. IDEO refers to the target users again in their Design toolkit stating that the inspiration phase is about learning ‘directly from the people you’re designing for as you immerse yourself in their lives and come to deeply understand their needs’. Clearly, understanding the needs of users is of utmost importance in this initial phase, so how do we approach this? According to T.J Cook, CEO of technology company CauseLabs we do this by defining the problem. Cook says that ‘human centred design principles help us examine the needs and behaviours of the people affected by the problem.’ The human centered design process as used at Stanford’s d.school.But could we not get to a solution quicker by moving straight to the ideation and development phases? Not according to the founder of IDEO David Kelley and his brother Tom, in their book ‘Creative Confidence’ the brothers make it clear that framing your design challenge is of utmost importance to the design process. They advise to “step back to make sure you have unearthed the correct question, before starting to search for solutions.” Marc Stickdorn the author of ‘This is Service Design Thinking’ agrees with this sentiment, saying that ‘it is not about trying to find the solution immediately — it is about finding the problem first!’. Gabe Kleinman who works in Special Projects, Social Impact and Partnerships at medium.com tells a story on IDEO futures podcast relating to this. He says that “People want the site to be more navigable. And so they’ll say we want better search. But maybe that’s not what they need. They just need better discoverability and that doesn’t mean a better search bar.” This story illustrates the idea of thinking beyond the initial problem in order to uncover the actual deeper problems that the user faces, even if they themselves do not recognise the problem. Explaining IDEO’s method In this section I will now explain a six-step tool to frame your design challenge, as adapted from IDEO, I will be using a previous group project I completed at my grad school Hyper Island as an example. You should allow around ninety minutes to complete this exercise, ensure you have a pen and paper to hand, and that all of your design team is present. Write down the problem you are trying to solve. It should be short and easy to remember, a single sentence that conveys what you want to do. e.g. Make people less stressed. Now try phrasing this as a design question. This can set you and your team up to be solution oriented and to generate loads of ideas along the way. e.g. How might we reduce stress? State the ultimate impact you’re trying to have. e.g. eliminate all unnecessary stress. What are some possible solutions to your problems? If you can come up with 3–5 possible solutions in just a few minutes, you’re likely on the right track. But remember to think broadly, and allow for surprising outcomes. e.g. urban garden. Finally, write down some of the context and constraints that you’re facing. They could be geographical, technological, time-based, or have to do with the population you’re trying to reach. e.g. stress in cities, commuting = stress. Does your original question need a tweak? Try it again. It may seem repetitive, but the right question is key to arriving at a good solution. e.g. How might we create an environment to reduce stress amongst urban workers? Watch a video of how to use the six-step tool to frame your design challengeI have now properly framed my design challenge and I can now go and do some design! This particular project that I used as an example culminated in an idea to introduce a modernised and re-designed bus stop and way finding system in Manchester. Complete the six steps above and take multiple passes to make sure that your question drives at impact, gives you a starting place, but still is broad enough to allow for a great variety of creative answers.
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Metrics For Loyalty Program With Direct Sales Business Model

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Image was taken from http://bit.ly/1RyMgDjMost of metrics that used to assess customer acquisition and business success are derived from SaaS metrics. These metrics are quite simple and have clear goal: validate core business assumptions by talking to people in target market. With “reverse engineering principle”, we can also use these metrics to make early predictions of how business will run (but not addressed in this article). Two main entities of these metrics are customer and revenue. Yep, customer who subscribed to SaaS and revenue from recurring payments and subscription billing. What am I trying to say is these metrics are designed for subscription business model and used by marketing and sales program, not loyalty program. What if we want to assess the success of loyalty program in business that use direct sales model? For this purpose, we must “hacking” the existing metrics. First of all, we need to make basic assumptions: Loyalty program must concern about retention rate. Due to direct sales, we can assume retention as repeated purchasing in a specific time period. Take a time period when most buyers usually made repeated purchasing. Loyalty effect must be localised from influence of marketing/promotion activities. So, how can we do this? Pick targeted buyers that ever made a purchase in the previous period. Use utm (urchin tracking module): Campaign Medium Source Term Content Example: http://loyalty.example.com/elitemember?utm_campaign=loyaltyq32015&utm_medium=email For example, during Q3 2015, loyalty team launched loyalty program that spend $10,000 as total cost. This is for 1000 targeted buyers. At the end of Q3 2015, there were 700 buyers that made purchasing again (with $60,000 of revenue) and 50 new buyers (with 2,000 of revenue) who knew this loyalty program from 1000 targeted buyers. For this case, we can develop formulas: LAC (Loyalty Acquisition Cost) 2. LLTV (Loyalty Lifetime Value) 3. LLTV/LAC ratio Or Healthy indicator is 3. 4. TLLTV (Total Loyalty Lifetime Value) 5. Loyalty Rate Maximum value is 100%. 6. Spread Rate 7. Idle Rate 8. Loyalty Traction Effectiveness Maximum > 100%. We can also breakdown this metric into some tiers. Let’s say from 750 buyers that made purchasing, there were: buyers with large and often purchasing (b1): 100 buyers with small and often purchasing (b2): 300 buyers with large and rarely purchasing (b3): 150 buyers with small and rarely purchasing (b4): 200 and LTE b2 = 30%, LTE b3 = 15%, and LTE b4 = 20%. 9. Loyalty Cost Effectiveness Maximum > 100%. We can also breakdown this metric into some tiers, just like point 7 above. And we can visualize interaction between entities: The influence of TLLTV 2. The influence of LAC 3. The influence of LLTV 4. The influence of cohort References: Visualizing the Interactions Between CAC, Churn and LTV, Jason Cohen, 2014 Customer Loyalty Programme Metrics: How to Measure Success, Neil Davey, 2014 Customer Loyalty Programs: Best Practices, David Robinson, 2011
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When You’re On A Team With Oil And Water

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How to help individual high performers, Mrs. Oil and Ms. Water, work better with each other. I’m not a doctor, but I play one at work sometimes. I’m actually a content strategist, so really — zero qualification to be a psychologist, but I have managed and led large teams before, so that’s where I cut my teeth in organizational psychology. Recently I’ve been taking workshops through my employer on the “Real” way to be an effective leader and to navigate office politics and I’ve realized that the reason my techniques have been successful is that the psychology behind “what seemed to work” is actually quite sound. I am on a team currently that has been in place, working on this one service redesign for almost 10 months now and while each person on the team is clearly talented and stellar at what they do, there has been an undercurrent of friction between two of the people. I sit next to one of them and I worked with the other briefly, one-on-one, before the team was officially assembled — we have a bit of history in that sense, and we got along reasonably well. Within 3 months of this project's kickoff it was becoming painfully aware to everyone on the team that these two folks were just making everything more difficult, unpleasant, and draining for everyone else, as they couldn’t seem to get along or work together in a way that wasn’t making each of them incredibly frustrated with the project, work in general, and themselves. Now, on a cross-functional team like this, there is no one person on the team that all are accountable to, at least not internally. So if there is conflict between team members it is not crystal clear who owns that situation. Having managed difficult working relationships between others before, I agreed to do what I could to mend this relationship. The goal was to get us to the point where we could continue work on the design sprints without wanting to scream or cry. The short end of the tape is that currently, while things aren’t all peaches and cream over here, we are functioning, making progress, not talking over each other in meetings, and actually getting sprints completed as planned again. What did I do with this opportunity to make a stronger team? First I had to alert each of them that there was a problem if they were not already aware. They were, but in different ways and with very different view points, as you might imagine. So first I took each, Mrs. Oil and Ms. Water, out for coffee, separately. I started each conversation with non-work chit chat, letting them talk and open up a bit about themselves. Then I guided the conversation to acknowledging a communication issue, it’s affecting the team, and closing with asking whether each was open to the idea of “starting over.” They each agreed. One cried during this chat and it was then that I realized I may be treading into emotional territory here that goes far beyond work. Which meant I had the potential to really hurt this woman and do some unintentional damage if I didn’t proceed in a healthy way. But the potential also existed for me to help both with things they seemed to be struggling with at home and elsewhere, too. I was finally able to find 90 minutes on all three of our calendars and brought us to a small conference room that is under used on our floor. I had spent the 3 weeks it took to schedule this agonizing over what game or activity I was going to have us do as “let’s get to know each other as people” exercise. Just coming up with the activity was proving to be much more difficult than I had thought. My initial thought had been to take them window shopping, but Mrs. Oil came to this country 10 years ago and Ms. Water had been living in a very different part of the world for the last 10 years, only recently moving back to America. I needed to be mindful of the fact that there were 3 very different cultural backgrounds that would be in the room (including myself) and I needed to tread carefully when it came to any activities that made any assumptions as to socio-economic or ethnic backgrounds. So I pondered some more. I consulted my Surrealist Party Games book and found the perfect game to play — it would hopefully elicit the empathy I knew was a necessary starting point for getting these two to work together more smoothly. After literally re-introducing them to each other, and pointing out their obvious shared ground of being a mother of 2, amidst a few nervous giggles, we got started. I took out a stack of scrap paper and pens and we each took a bunch. I asked a series of questions, we each wrote down our answers, folded the papers in half and put them in a pile in the middle of the table. The questions were things like “what are you most proud of accomplishing?”, “who do you admire most and why?”, and other open-ended questions that can only produce positive answers. Meaning, any tears that get shed are (hopefully) out of joy and/or empathy. Then we took turns opening the folded anonymous answers, and guessed which question this was an answer to and who wrote it. I think of the 15 or so answers on the table, we read maybe 5 or 6, as each would spawn a story adding more color to the answer, and we had to get back to “real” work at some point. It worked. My teammates found a space to empathize with each other and in doing so were able to communicate clearer and in a healthier, more productive way. Our working sessions became more productive and less defensive and the work we showed to our product and tech partners reflected that lack of internal conflict, in my opinion. Though, I’ll be traveling with the product team in a couple weeks to observe some research sessions, so perhaps I’ll hear a different perspective from “the outside.” But both Mrs. Oil and Ms. Water came to me privately afterwards to note that they felt the difference and it was really helping them to get their work done. So, I call “success!”
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1787: Constructing The Peace After The War

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On this day In 1787, the Constitutional Convention began at Independence Hall in Philadelphia. This momentous Convention was characterized by a deeply American attitude of problem solving. Stakeholders with diverse ideological backgrounds strived tirelessly to overcome differences and develop a better future for our country. In the spirit of this convention, No Labels will be holding another momentous event this December — . Following a national election, there is a rare and brief opportunity that only comes with the inauguration of a new president — a time in Washington that is as close to a fresh start as our country ever gets. But no one has ever bothered to convene a major meeting of leaders during that time. That is precisely what No Labels will do at our 1787 event. Conferences and events in Washington, D.C. are as common — and tend to be as generic — as the hotel ballrooms that host them. But this event will be different. At this event, we will bring together as many as 100 members of Congress, members of the president-elect’s transition team and business, labor and thought leaders to forge agreement on bold ideas that can make progress toward the four goals in No Labels’ National Strategic Agenda: — Create 25 million jobs over the next ten years. — Secure Social Security and Medicare for another 75 years. — Balance the federal budget by 2030. — Make America energy secure by 2024. The ideas that are presented and hopefully agreed to at this event, will make good sense to the majority of Americans and, if enacted, will benefit Americans for generations to come. Getting Washington back on track is an uphill struggle, but we — and the growing army of supporters among citizens, on college campuses and on Capitol Hill — will not be deterred. No Labels is building a movement for the legions of people who are tired of a political system that simply doesn’t respond to the priorities of the vast majority of the American people. 1787 will be a vital chapter in this effort.
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Figuring Out What’s Next? Insights From Top Media Organizations — Medium

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Figuring Out What’s Next? Insights From Top Media Organizations “I don’t care about your passions. I want to know what you can bring to the table,” says Kirsten Danis, Managing Editor at The Marshall Project. The Marshall Project was just one of 16 organizations that I was fortunate enough to visit during the inaugural University of Oregon SuperJ-in-NYC trip. One thing that all of these media organizations had in common was the emphasis on personal branding and developing career skills while in college. With more than 20 million students enrolling to American colleges and universities, it is important to develop a personal brand that will set you apart from the rest. Kelsey Arendt, Customer Success Manager at Parse.ly, says, “Capitalize on the things that you’re already doing well on.” Kelsey continued with, “If you can identify what you think success looks like, then you can set those benchmarks.” I am now being hired to capture special moments from students to institutions all because of capitalizing on something I excelled at. I did not become good at photography overnight. Believe it or not, the fancy camera can’t actually figure out the settings with the click of the button. I went out and practiced, practiced, and practiced. In addition to practicing at home, I joined yearbook, and volunteered to cover many University of Oregon events. This experience is what helped me land gig after gig. Which brings me to my next point… You won’t get far without having experience under your belt. This may come in the form of paid or unpaid internships, volunteering, contract work, personal projects and so on. Experience in the field of your desire is not optional. It is what potential employers will expect you to have. It is important to note that this will look different for everyone. Marcos Saldivar, Senior Manager, Partnerships & Content for The Huffington Post says, “Never discount your experience. We all have a unique vantage point.” Gain experience and then go for it. “Biggest mistake in career and life is to count yourself out. Let someone else say no, don’t say no to yourself,” said Lydia Serota, Marketing Edits Team at The Wall Street Journal As spring term winds down, many of you may be thinking about the next chapter of your life. I asked The Huffington Post panel to reflect on their college experiences and share what they wish they knew as a student. The talented, young and diverse panel comprised of: Abigail Williams, Associate Social Media Editor, Marcos Saldivar, The HP Partnerships & Content, Tyler Kingkade, Senior College Editor & Reporter, Rowaida Abdelaziz, World Social Media Editor, Matt Jacobs, Senior Manager, Film guru and Entertainment Editor, Jessica Kane, Lifestyle Editor, and Julia Bush, Associate Social Media Editor. Bush says, “Finding a place that fits you is really important. Be 100 percent yourself. Be 100 percent on your resume, LinkedIn, and cover letter.” With that said, be careful to not jump on the first opportunity you receive. If you do not feel like yourself at the environment then change it. You must do what is best for you. Abdelaziz says, “Being a minority, I got told ‘no’ often and not because of my skill set, but because of my looks.”…”Don’t let the industry break you. You need to develop thick skin. Know your worth. Don’t compromise your values.” Williams says, “The willingness to step out of your comfort zone can’t be overstated.” As I stated in my key takeaways from visiting The Huffington Post blog, “Sometimes we doubt ourselves, others doubt us, but this visit has help me realize that the impossible, can be possible. That dreams can come true. That I should follow my passion and do so without self-doubt or fear. I am very inspired.”
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Finding FailUp

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We all have failure stories. Whether it is making a fool of yourself in front of class, saying something stupid to your crush, or missing the last shot in a close game. I want to share with you my failure story. A story that gave me some valuable insight into better understanding the mystery of failure. My biggest failure occurred spring semester sophomore year, when I was taking 24 credits, managing a team of 12, and competing for $20,000 in Tulane’s Business Model Competition. I became obsessed and lost my sense of perspective. I forgot to respond to the basic needs of my body and neglected my mental and physical health, so much so that I needed to drop out of school that semester. My ultimate plan to execute the perfect undergraduate college career was ruined. I lost academic credits. I lost my team. I lost my momentum. My confidence was shaken and I decided to let go of my project, since it had hurt my health and relationships. My aspirations dropped from changing the world to getting a minimum wage job, something safe and familiar. I felt like a complete and utter failure. Bouncing Back It wasn’t until a year later when I spent a semester abroad in Buenos Aires that I regained clarity. A whole year passed without working on my idea. I felt empty. I needed this project in order to feel good about how I spent my time and I still believed in the vision. Also, I still had some funding from my team winning the NewDay challenge thanks to a relatively successful Facebook competition. With this funding, I decided to work with a dev shop to build a product. I have been able to rebuild a team of Tulane students and re-engage stakeholders who were initially involved a couple years ago. I did not lose as much as I had initially thought. Others still believed in me and my vision, despite the bump in the road. Combatting Fear Moving Forward According to my experiences and beliefs, failure is truly something that we should all seek, especially as young people who can more readily afford to make mistakes. It can teach you so much. However, my fear of failure still haunts me. I fear others’ judgements. I fear that I am not doing the right thing, and I especially fear public speaking (and sometimes pretty girls). I hope that through FailUp I can put myself in a position to fail and become more comfortable with that process, so that I am more likely to succeed and reach my ultimate goals. I invite you to join me in that journey. A journey to become bolder and better while creating something new and exciting. Yes, FailUp now has a product. Yes, FailUp has some press coverage. Yes, we have made some progress. BUT, having a product means nothing without having an active community and getting covered in the media gives a false sense of accomplishment. Plus, there is so much I need to learn! Withdrawing school for a semester sucked at the time but things improved. My mid-college crisis taught me to empathize better, judge less, maintain a healthier life balance, put people before business, keep family close, and be grateful for everything you have. Startups and entrepreneurship rock because you learn so much about yourself. Thanks for reading and feel free to contact me directly at [email protected]/* */ to chat about failure or FailUp! I don’t mean to bully you, but I hope you fail at something today : )
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Slack Integrations: A Monthly Subscription Hub

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The extremely popular communication tool for teams, Slack, is taking the tech world by storm. Major news outlets recently reported that Slack hit 1MM daily active users. This is crazy growth for an enterprise tool in just two years of operation. Slack’s mission is to make teams “be less busy,” and here at SubscriptMe, like many other young startups, we love Slack because of it. Slack is a hub for teams to improve productivity and reduce email clutter. In and of itself, Slack is a SaaS product — a subscription service as we like to call it. Teams can add unlimited team members for the life of the product. The freemium limits are imposed when you want add more than 5 integrations, among other security-related features that are included as part of a premium membership. Slack’s appeal is undoubtedly its design, speed, on-boarding, and ease of use. But truly the best part of Slack are the integrations. For the uninitiated, this essentially means the you can connect all of the other software tools that you use to Slack and get updates in real-time directly in one place: your Slack team chat. We use Slack integrations religiously at SubscriptMe. We recently wrote about the five subscription tools that we use to power our business. Here are the tools that we use, subscription-based or not, that we integrate with Slack. Intercom, the awesome customer communication tool that we use to keep in touch with our customers and send targeted, contextual in-app messages, alerts us every time that a new user signs up for the app. This is pretty awesome — especially when you’re in that honeymoon phase of a product launch and wanting to know the second that a new user signs ups. When a user contacts us via Slack, we get a notification, too. The same goes for another subscription tool we use called Zendesk. We have a dedicated channel for notifications from the web. We use a tool called Notify, which enables us to receive Twitter, Quora, and Tumblr mentions. Additionally, we get notifications when App Store reviews are submitted and a daily report of the number of App Store downloads using an awesome tool called LaunchKit. What’s not pictured here is our notifications when a new JIRA is filed or a new build of the app is pushed to our code repository. The effect of seeing when code gets pushed is equally as awesome as knowing when a new user signs up. As you can tell, we use Slack in a number of ways and to receive a number of different updates about the status of our users and overall product. We highly recommend checking out Slack and all of the integrations that you can connect. It’s a great place to keep all the real-time updates for many of your subscription services. And in case you haven’t already, check out our app SubscriptMe to keep on top your monthly subscription bills. Originally published at blog.subscript.me.
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How To Get Better Design Feedback (Part 1)

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After experiencing about a zillion design reviews as a UX designer, director, and stakeholder, I thought I might share a few pointers. Here’s the start of a pragmatic, light-handed framework. Ask for specific feedback. At the beginning of the event, let reviewers know what types of feedback you’re looking for during the session. Example: “In particular, we’re looking for your feedback on: the customer flow right after they make a purchase whether showing related products at this point in time makes sense the new thank you message voice and tone.” Asking for specific feedback shouldn’t preclude reviewers from giving their opinions on stuff that’s not on the list (that will happen anyway!), but at least they’ll be aware of what is critical to focus on at the moment. Remind the audience. Before diving in, remind participants of what happened previously and where the team currently is on the project timeline. Reminders of the relevant past can help set expectations for the day’s review. Examples: “As a result of our last review and user research, we’ve concluded that the one-click purchase flow was not as important to customers as we originally thought. What we’ll cover today is the multi-step purchase flow, which we have prioritized as a team.” “We are about two-thirds done with redesigning our checkout process! We’ve covered product selection, add to cart, and credit card transactions. If you have any questions about how those flows work, see me after this session.” “Today, we’re sharing our first design drafts for product selection. These drafts have been informed by survey research on our current store pages, and a competitive analysis done last week by the product owner.” The longer the time between reviews, the stronger your reminders need to be. Do a 30-second recap of the previous season if you must (“Last season, on Orphan Black …”). It’s easy to forget that you’ve had the luxury of thinking about the design problems in a far more dedicated way than your reviewers. Map to the goals. As you expose the newly designed experience for conversation, share how the changes you made reflect the goals of the customer, business, and brand ethos. Example: “As you play with the prototype, you might notice that we took out the mini-product preview. Basically, the entire page is the preview. This gives customers an easier and more meaningful way of evaluating the type of products we’re selling. Reducing product uncertainty has been an overarching business goal of ours.” Hopefully it will be evident that your designs have mapped towards articulated goals, and reviewers will volunteer that information for you. That’s a true sign of success. Highlight points of contention. When product design team members or stakeholders have trouble agreeing, a review session provides perspectives that can help resolve a sticking point. Example: “Some of us believe that sending users directly to a full confirmation page is more important than product up-sell, because easing customer worry about whether their transaction went through will lower calls to customer support. Let’s take a look.” The “let’s take a look” phrase is important because you’ll want to talk through the latest design as the backdrop of discussion. Avoid reviewer urge to pounce on an issue with an opinion before presenting it well. Don’t fish for hidden gems. You’re asking for informed feedback, and not fishing for gem-like insight. The gems will happen when you facilitate participants to speak openly. Give them room to create connections through their subject matter expertise, customer experience, and with one another. Reviewers and stakeholders are not oracles, and they shouldn’t feel pressured to deliver “right” or “final” answers. In How to Get Better Design Feedback (Part 2), I’ll tackle how you can avoid salon-like behaviors during design reviews. Yikes!
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Bombing The “second Screen” For Sports!

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Back in December 2015, I made an oath to stop second-screening sports and TV shows I’m watching. On the very weird off chance that you’ve been abducted by aliens back in 2009 and have just resurfaced in 2016, second screening is the act of using an additional device such as a phone or tablet while engaging in watching something on the first screen, usually a television. Over the last few years, you’ve no doubt heard someone say “the real action happens on Twitter during the show” or something similar and for a good few years, I felt the same. I regulalry live tweeted football matches I was watching and award ceremonies were a particular comedy gold mine for tweets. In marketing, we looked for ways to be part of the second screen activity. Your brand just had to be there or you were missing out. But something changed for me in November of 2015. I was chatting to my brother after a particularly abject Arsenal performance away at Bayern Munich in the Champions League and through the course of our usual debrief, I realized I had seen very little of the match. As the Bayern Munich goals were flying in, I had spent my time scrolling through Twitter listening to the mad cap ravings of the Arsenal fans and the joyous gloating of our rivals. As a result, I had no real recollection of how the match had flowed and could barely remember how the goals came about. As I write this now, I can only remember that the score finished 5–1. I can’ t remember much else. And I put the blame for that squarely at feet of second screening. I’ve argued positively for a long time that social media has enhanced the fan experience. The access to behind-the-scenes footage, interviews and other content has changed sports in the digital age. All of that is still very true. Where I have issues personally, is the difference between general fan experience and the live match experience. Let me elaborate using the age-old tradition of public houses as an example. I enjoy the occasional whiskey and having one with a colleague or friend as we chat about the current ongoings in the Premier League or the Ireland National Team is always time well spent in my book. On the other hand, ask me to come watch a game in a pub that I care about and I’ll most likely graciously decline. I don’t enjoy the pub match day experience. I don’t enjoy listening to the drunken supporter chastising a full back he doesn’t rate or a significantly overweight middle age man screaming at a striker’s lack of pace. It drives me mad mostly. I just want to watch the game. The fan experience of meeting a friend for a pint and chatting about football is a winner, the live match day stuff just isn’t. As a result, I watch most games at home. My wife has little interest in football to the point that I could probably argue that my dog enjoys it more and I’m fairly sure she doesn’t really get it. So I watch most games alone (for the bigger games I often invade my family members houses!). I have for years and I’m cool with it. And then Twitter came along. In the early days, live tweeting was where it was at. If you did it during games, you grew follower numbers quickly. It was different and it was fun. You picked up stats, you joined the conversation and unbeknownst to yourself you slowly but surely got swept away in something other than the drama on the field. It was quickly replaced by the drama off it. From 2009–2014, I considered myself genuinely a student of the game. I watched games with a critical eye to improve myself as a coach but as the years have passed, social media has become increasingly more of a distraction. Maybe I’m just getting old or maybe it’s due to football saturation on TV or the rise of disruptive media but since the advent of live social media micro blogging in my life, I struggle to remember games. Pre-2009, I can pretty much get a year and game thrown at me and I’ll remember it. For example, I was recently having lunch with a work colleague and we easily rattled off the Leeds United championship winning squad from 1992 including substitutes with relative ease as well as some of the key moments in the season. Neither of us are Leeds United fans either. But, ask me to name the starting XI that my team, Arsenal, had in the 2011 Champions League Semi-Final vs Man Utd and I’d struggle. Admitably, this isn’t all the fault of second screening but it’s certainly contributed. It might be an old wives tale that men can’t multitask but in the age of second screening it’s certainly ringing true for me. So just five months ago, I decided to implement a no social media rule during actual match action that I care about and I’ll tell you, it’s been a revelation. So here’s what I put into practice, I still use social media to chat, share views and get news on my teams right up until the moment the teams appear in the tunnel. At that point, the phone gets put away for the full duration of the live action in the first half. At half-time, I might comment or tweet but again once the teams are out, the phone goes down. It sounds nuts but because of this, I now actually watch the games. It’s frightening to think that maybe for 6 or 7 years, I didn’t give the games that I watched as a fan and naturally the ones I cared most about, my full attention. The only exception to this for me is probably the NFL where the natural breaks in play allow for quick and easy social media commentary without effecting the viewing experience although, I did curtail this activity somewhat. I love social media both personally and professionally. I’ve sent over 26,000 tweets since 2009 on my personal accounts and tens of thousands more on professional sports accounts I worked on. I don’t see that changing but I do see a new mindset around live tweeting creeping in. So what’s the takeaway here in my professional opinion as a sports marketer? I can’t be alone with this second screen issue and as an advocate of “thinking like a fan” as a marketing strategy it’s important to listen to the full fan base rather than only those who frequent the cozy confines of Twitter. Don’t let social metrics mis-lead you to the notion that the best action happens on social media when lots of people, your fans, don’t use social during games. When it comes to sport, the best action will always take place on the field. And I do mean ALWAYS. Good sports marketing for me is about making the bits around the game come to life and less about being the first to post a funny meme or ripped clip. If you’re a brand disrupting the game itself, it can only be a short-term project. You might get the metrics that will make some business people happy but at what cost? While fan lotalty to teams is often unwavering, loyalty to sponsors/brands/disruptors is a different kettle of fish. Get it wrong and you’ll know all about it. If hardcore sports fans like me are bombing the second screen in 2016 during live match action then you need to think about who you are actually targeting during those activities. When I say “think like a fan”, I mean every single type of fan you have. And there are many. As I write, we’re a few months away from the first live NFL game on Twitter and having already watched some soccer games on Facebook Live the problem of the second screen may very well be about to solve itself. The “one screen” era of match broadcast and social commentary co-existing together on the one platfrom may be upon us. And with virtual reality lurking in the future, we know the landscape will change again. Broadcasts and social platforms will evolve and fan behaviour will flip-flop but the one constant will always be the game. Don’t ignore the power of the sport. Without it, there are no fans!
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My Digital Classroom

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Educators in Australian state schools face many restrictions with access to online resources. Fortunately, one company has managed to create a tool that offers teachers many practical features and isn’t blocked by the network: Padlet. Image credit: https://spmsimondays.pbworks.com/f/1418137968/padlet%20icon.pngWhat is Padlet? Padlet is an online wall that you can add notes to. These notes can include photos, videos, links, documents or simply text. You start by creating your own wall and fill it with information and media based on your needs. A unique URL is generated for each of your Padlets and you can customise these addresses at any time. This is the Padlet for my Year 12 English class. It has links to resources from lessons, homework reminders, and assessment instructions.There are several privacy options for sharing the content on Padlet. You can choose to have it completely public, this means it can be found through search engines. Alternatively, you can make it entirely private and add people via email to allow them access. I recommend using the ‘Hidden link’ option as it allows for the content to be hidden from anyone except those who have the direct link. This way you can email the link to your class or get students to copy it down. Using a hidden link means you can only access the webpage by entering the URL in a web browser.Responsible usage There are many potential uses for a resource such as Padlet both in and out of the classroom, however, there are a few things that need to be kept in mind when using it as an employee of a state education department. It is not controlled by the department. This means that sensitive information such as students’ names and other info should never be put on the site. It should also never be used to communicate with students or to upload school or department resources. While this does limit some of the potential uses of Padlet, there are already tools available to do this such as Blackboard and The Learning Place. The great thing about it is that you do not need to sign up to view or even contribute to a Padlet. Advantages Where it makes up for this is how quickly it can be setup and accessed by students. While you will need to sign up to create your own pages, there is no requirement to have an account to view a Padlet. This means that students can instantly access and even contribute to a class Padlet without having to waste time logging in. BYOD It is also designed to work on mobile devices just as effectively as on computers. Padlet even have mobile apps though there is no requirement to have these to access the site. Potential uses I’ve been using Padlet with all of my classes since the beginning of term 2 this year. So far, I have used it as a noticeboard, a resource hub, and a tool for working with other teachers. As a noticeboard, Padlet is really useful because let’s face it, teenagers are forgetful. Each week I post notices relating to homework instructions, key assessment dates, and where they should be up to with their work. And because all that is needed to view the page is a link, I emailed this out to all of my students’ parents so they can be kept up to date also. Parents really appreciate being able to see what their students are learning and whether they actually have homework or not! After most lessons I will update the page with key instructions and links to resources or even upload a picture of the notes from the whiteboard. This way students who are absent are still able to catch up on classwork in their own time and other students are able to revisit the content and revise. Similarly to how I’ve used Google Spaces, Padlet is a great alternative to emails for sharing ideas and working in collaborative teaching teams. It took me 5 minutes to upload the resources for a Year 9 assessment task and shared the link with the other teachers on the team who then were able to use this with their classes instantly. No photocopying. No double-handling. The future As I get more used to using Padlet in my classroom I will continue to experiment with its potential uses. My next goal is to experiment with flipping my classroom by recording instructional videos and uploading these for students to view prior to the lesson. I also like the idea of students creating their own Padlets as lesson activities or even assessment tasks. Are you using Padlet? Let us know how!
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User Experience Design Is A Team Sport

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Creating great users experiences and great products requires a lot of different hands with a lot of different skill sets. How many times have we tried to point the finger of failure at clients, de-scoping, developers, bad-design or bad management. User Experience design is a team sport, it is everybody’s role to manage and contribute to the user experience of a product and to advocate for the approach. Stop pointing fingers! Key Takeaways Creating UX silos and encouraging design heroes doesn’t work anymore. Create a culture of shared understanding; regular transparency and communication between ALL team members Build UX principles into the team, use process to facilitate Solve problems and measure success properly — stop building features, start solving problems Team based UX creates shared ownership and mutual accountability. Your clients or executives are part of that team, leverage their knowledge, get their buy in The Problem: The UX Silo & Design Heroes While silo-ing a user experience skill-set has worked and fits in to existing design and build organisational structures, the truth is that it is very hard to ‘manufacturing line’ quality user experience design. As soon as the ‘UX’ designer has done their job, numerous other people affect the product before it reaches customers. Without shared understanding, or early communication features are often de-scoped, removed or blundered as the rest of the manufacturing line try to make sense of another’s vision. Design heroes are often the first to point the finger when their vision isn’t realised; they either take dictatorial control over other team member to make sure it is realised, or remove their hands completely. The prevalence of ‘design-sprints’ and ‘lean’ and ‘agile’ methodologies are working on reducing the manufacturing line effect however without solid principles these methodologies are often abused. Principles before Process User experience is a human-centered mind-set, rather than a job description or a process. The processes and tools we use are to facilitate that mind-set throughout product development. The tools should not be used to ‘own’ or ‘do’ user experience. Each tool is designed to facilitate the conversation and build a shared understanding. Ultimately the product is not a collection of wireframes and personas but the thing you ship, and the thing the customer experiences. Create Shared Understanding Having strong governing principles requires a shared understanding with every team member Sharing the user experience ownership with your team reduces the risk of uncertainty throughout. Regular collaborating, sharing, measuring, testing, prioritising and estimating means everybody is on the same page throughout build. There are no surprise features, no surprise de-scoping and every team member has invested in the vision, creating shared ownership. Focus on Solving Problems and Measuring Success Creating a shared understanding and shared vision requires being rational about what your team and capacity can actually achieve. This requires them (designers especially) to focus on the outcomes of the design work rather than the output. Focusing a team on solving problems and objectively measuring success regularly removes the burden of perfectionism, especially in teams where resource is limited. Instead of using the delivery of a feature as a measurement of success, ask the questions: Did we solve a customer’s problem? Did we make their experience better?Have we affected/improved a business outcome? Your Clients are part of that team Often with blame culture, as an individual, it is easy to pass on disappointment as the fault of other team members further down the production line or to direct it at clients or C-level organisation members. When we talk about creating shared understanding, these people are part of your team too. Getting their buy in, agreement and understanding is just as important as the people actually building the product. These people also often have very unique insight and specialist understanding that can be leveraged by involving them early and regularly. Include them in your workshops, reviews and sprint plans, or at the least de-brief them. If User Experience is Everybody’s Job, What is my job? The role of the UX designer becomes facilitating this shared understanding throughout, using many of the tools and tricks we are already using. This helps us build a culture of mutual accountability rather than trying to place blame at the weakest point of the conveyor belt. Empower your team, build great products.
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How To Get A Job At A Startup If You’re Not Technical

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I joined Mondo back in September last year. Up until that point, I’d never worked in the startup world before, hadn’t studied computer science and couldn’t really code or design. Since then I’ve reviewed hundreds of CVs and interviewed a variety of people, both for their first startup job and for more senior roles. Here are a few words of advice, especially for young, recently graduated people who are looking to get into the world of startups but aren’t technical. First, a word of warning — startup life might not be for you. I’m still not sure if it’s for me. Constant stress in an ongoing world of chaos with long hours and high pressure — sometimes it’s an incredible challenge and amazingly fulfilling while other times it really sucks. Gather Technical Context Not being able to code is not an excuse for not understanding technology. You will be 10x more effective if you can follow a technical discussion with an engineering team without asking 100 questions. The single best way to do this is by reading Hacker News every day. Hacker News is a community of startup people and engineers started by Y Combinator, one of the top tech accelerators in the world. Similar to Reddit, every day people post interesting links from around the tech world but the real gold is in the comment discussion threads. Half of the links will be obscure and uninteresting while the other half are pure startup inside baseball — post-mortems of businesses collapsing, cool side-projects and startup news articles. Download a Hacker News app and spend half an hour every day reading whatever takes your fancy — over time, this will passively build up into an understanding of the technical stack, the acronyms and naming conventions as well as a deep appreciation for the work that engineers and developers do. Start a side project This immediately makes you stand out from the crowd — very few CVs I see show any evidence of side projects. Especially if you’re still at university or have recently graduated, you probably have the luxury of a little more time than the average adult, so use this to your advantage. Have a think about what you could build — anything from a basic blog up to a fully interactive website is within your grasp with some time and energy put into it. I applied to Mondo with my side project at the time, Cairo Bus Routes (Citymapper for Cairo) playing a large role on my resume and in subsequent interviews. It was actually all built on WordPress and was pretty janky but it showed a) technical understanding (see 1), b) an entrepreneurial/makers mindset and c) an ability to get shit done. Apply for a variety of roles Chances are that if you are not technical and have little experience, you’re going to be starting at the bottom. The beauty of startups’ fast paced nature is that if you’re any good, you won’t be there for long. Focus on getting your foot in the door — from there, if you prove yourself, I guarantee you’ll be able to move around the business into whichever area you fit best. Roles like: Customer support Customer operations Community manager Junior operations are your best bet to keep an eye out for. The good news is that these entry-level roles also have the most regular supply — growing businesses are constantly in need of more customer support staff so you’ll have the luxury of choice among a variety of companies (we’re hiring for a Community Manager role right now with more customer support roles soon). Prove yourself Prove yourself in that role for 12 months, learning as much about the business as you possibly can and helping everyone. Talk to people from all across the company — they’ll be more than happy to talk about what they do and what opportunities might arise in the future. Once you’ve nailed the work you’re doing, when a suitable opening comes up you’ll be a better choice for the company than going through the distraction of the hiring process. From there, you can move all across the business and find your dream job. Bonus Go above and beyond Rather than rewriting it here, I’d highly recommend you check out Tristan Walker’s story of how he got hired at Foursquare. TL;DR: Go way above and beyond and provide value before you’ve even started so that a company has to hire you. This is undoubtedly correct advice all the way up the experience stack and all it costs is extra time. Learn some basic coding skills If you can hack together some basic HTML and CSS, you’ll be in a much better position when it comes to doing the job. You’ll be able to get shit done without having to wait for other people — I built many of the pages on the Mondo website like this because it was easier and faster than taking up someone else’s time. Luckily this comes pretty naturally if you have to learn a bit for your side project — even a WordPress blog often needs some code TLC! Fortunately none of this is rocket science. Doing the above will put you way ahead of the vast majority of the competition. Job hunting can be a really demotivating and demoralising experience, especially for the first time but you will get there and it does get better. If you’re still reading this, open Hacker News in a new tab, close this tab and start reading. If you hit the ❤️ button below, it helps lots more people see this article. If you enjoyed it, I’d really appreciate the love. Thank you!
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Cosa Diavolo Fanno I Designer UX? (con Coniglietti)

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Traduzione dell’originale inglese: What the heck do UX Designers do? (ft. Bunnies) di Vivienne Kay Molti ritengono che il compito dei designer UX (User eXperience) sia quello di abbellire le cose. Questo presupposto provoca molte delusioni, sia tra i designer che in tutti gli altri. Allora cosa diavolo fanno i designer UX? Quando ho cominciato ad approfondire la questione, rimbalzando tra gli altri designer UX e i non designer, ho scoperto che c’è un sacco di confusione in giro. Questo in parte perché l’UXD (User eXperience Design) è una disciplina abbastanza nuova e in costante evoluzione, ma anche perché i designer UX tendono a provenire da svariate altre discipline (sociologia, economia, grafica, etc.) e di conseguenza molti di noi hanno diverse predisposizioni e modalità di approccio nel risolvere i problemi. Ma alla base di tutto, credo ci sia un tracciato comune. Perciò in questo articolo mi accingo a condividere la mia personale opinione su ciò che io ritengo interessi di più un designer UX e alcuni degli approcci che possiamo utilizzare per raggiungere i nostri obiettivi. Spero che possa essere di aiuto a chi lavora con i designer UX e anche a chi sta pensando di entrare in questa disciplina, come io ho fatto. Mi sono presa la libertà di illustrare ogni punto chiave con un coniglietto, perché sono adorabili. Thinking hatsI designer UX possono pensare in molti modi diversi Il nostro modo di pensare può svariare tra la strategia del contenuto, l’architettura dell’informazione e lo sviluppo delle interfacce utenti. E oltre. Ho messo questo punto al primo posto perché molti al di fuori del campo UXD credono che i designer UX siano semplicemente dei disegnatori di interfacce utente, che vivono in Sketch o Photoshop e si concentrano exclusivamente sull’aspetto visivo della interfaccia. Sebbene spesso facciamo anche design UI (User Interface), la qualità e l’efficacia di quel design scaturiscono direttamente dalla qualità della nostra ricerca e dalla riflessione che l’ha guidata. Da qui, la necessità di sapersi immedesimare in diversi modi di pensare. Golden carrotCi sforziamo di trovare la soluzione perfetta I designer UX non si limitano a trovare una buona soluzione o anche una grande soluzione. Noi vogliamo la soluzione di design perfetta. Aspiriamo a qualcosa che: sia di grande impatto aggiunga valore reale sia scalabile, espandibile duri nel lungo periodo Champion for userLottiamo per l’utente Si potrebbe pensare che a noi interessino i clienti: le persone che comprano, usano un prodotto e ne parlano. Tuttavia il punto chiave (e che fa la differenza) è che noi generalmente non inquadriamo i nostri utenti come clienti, perché il nostro scopo non è vendergli qualcosa. La nostra missione è costruire un prodotto che abbia un senso, che sia non solo utile ma anche coinvolgente, con il quale le persone abbiano voglia di interagire; qualcosa che risolva un problema della loro vita, amplifichi un’esperienza rendendola indimenticabile o che li renda super-felici, in maniera tale che non ci sia bisogno di venderglielo, perché saranno loro stesse a cercarlo e volerlo. In sostanza, ci sforziamo di dare voce all’empatia per quelle persone che usano e speriamo si innamorino dei nostri prodotti. Journey mappingCerchiamo di capire l’esperienza che un utente fa del prodotto Il nostro impegno a capire meglio l’utente spesso ci porta ad utilizzare alcuni o tutti i seguenti strumenti o processi: Tipi di utenti (Persona)Profili generalizzati che assegnano un’identità media ad un gruppo di utenti di un particolare prodotto; questa astrazione può aiutare i designer UX a costruire un’empatia con un pubblico specifico. Mappatura del percorso utentePuò avere diverse forme, ma spesso appare come disegno di uno schema (sketch) o di scene successive (storyboard) che mostrano l’esperienza dell’utente in momenti differenti dell’utilizzo del prodotto o ad esso collegati; questo può aiutare i designer UX a comprendere il contesto, identificare i punti deboli e cogliere le opportunità di miglioramento. Interviste utenti e testSebbene a volte questo compito ricada nelle competenze del team di ricerca UX, molti designer UX amano assistere alle interviste degli utenti o ai test del prodotto; questo può aiutare i designer UX ad capire meglio le difficoltà e la soddisfazione procurate dall’utilizzo di un prodotto o di un nuovo prototipo. BrainstormingSiamo esperti di brainstorming Un’arena in cui i designer UX non temono confronti è il brainstorming. È incredibile cosa possa fare un designer UX con i foglietti post-it e con una lavagna magnetica. Non ho mai incontrato persone più abili nel fare domande approfondite e pertinenti o capaci di affrontare un problema da molteplici punti di vista. Gli strumenti e le piattaforme che usiamo per condividere in maniera collaborativa e sviluppare le nostre idee (come le mappe mentali e gli sprint design) si sono dimostrati essere utilissimi per aiutare gli altri team ad accelerare i propri processi nella risoluzione dei problemi. Craft designUsiamo ricerca e processi per un artigianato di soluzioni di design strategico Tutto questo per dire che ci sono parecchi passaggi chiave che costituiscono il processo di design e che ci portano ad essere artigiani di soluzioni visive come modelli wireframe e prototipi. Visualizing solutionsSiamo forti nel visualizzare soluzioni di design Quando capiamo come deliziare i nostri utenti, siamo in grado di visualizzare quel processo e condividerlo usando modelli wireframe, mockup di interfaccia (bassa o alta risoluzione) e prototipi interattivi. Di solito ciò avviene con carta e penna o in programmi software come Sketch, Photoshop e Illustrator. Sebbene non tutti i designer UX siano anche grafici, molti di noi hanno sufficiente padronanza dei principi del design da poter collaborare con altri team interni (come quello dedicato all’immagine coordinata aziendale o analisi dei trend) per la realizzazione manuale di una coerente esperienza visiva. User testingLa prova utente è fondamentale È possibile testare le soluzioni di design con prototipi cartacei o con mockup digitali interattivi usando strumenti come InVision. Verificare come un utente reale interagisce con un prodotto è la valutazione definitiva del successo per una particolare soluzione visuale. A seconda della complessità del problema, la prova utente può anche essere divisa in diverse fasi lungo il ciclo di vita del progetto (e anche qui, il team di ricerca UX può intervenire per facilitarne lo svolgimento). Attraverso le prove utente spesso si arriva a decidere valide modifiche al design o piccoli aggiustamenti che rendono il prodotto finale persino migliore. Feedback meetingsFacciamo anche un sacco di altre cose… In mezzo alle ore che spendiamo curvi sui disegni dell UI, noi designer UX spesso partecipiamo anche a sedute di revisione e critica con i colleghi dove raccogliamo un feedback sul design e su come procede. Questi incontri avvengono in aggiunta ai vari meeting che teniamo con gli stakeholder e i membri dei vari team, dato che sempre più spesso i designer UX agiscono da intermediari tra varie discipline come ingegneria, ricerca, analisi dei dati, strategia dei contenuti, statistica, etc. Direi che le abilità comunicative sono un asset fondamentale oltre alle generiche capacità manuali, ma questo sarà argomento di un altro post. In definitiva, diversi designer UX avranno differenti capacità, specializzazioni e preferenze in quanto a metodologie e strumenti UXD. Ma io credo che quando si arriva al nocciolo della questione, noi tutti aspiriamo ad un obiettivo comune: fare tutto quello che serve per cogliere il frutto dorato delle opportunità: trovare la soluzione definitiva di design capace di deliziare i nostri utenti finali. Reach the targetTraduzione dell’originale inglese: What the heck do UX Designers do? (ft. Bunnies) di Vivienne Kay
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How Being In A Band Taught Me Everything I Know About Marketing And Running A Business

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You may not think it, but bands and startups have a lot in common. Try thinking of the most disorganized, underfunded and poorly run businesses that you have ever encountered, and that is pretty much every band that exists. How does this help learn about marketing you say? Well for around 8 years i played in a moderately successful Australian metal band called The Omen, playing shows all over the country, and trying to figure out how to make a living doing what I loved. You see outside of music, like most people who play in bands, I had a real job that I didn’t like, and only did to fund my real love. Playing music. My day job was as a Civil Engineer and Project Manager for one of the biggest engineering firms in Melbourne, but it was not what I wanted to be doing. It was an old fashioned industry run by uptight old men and left no room for creativity, but it paid well. I fell into engineering after not being accepting into a multimedia design course at university, and it seemed like a good idea at the time, but after a few years, I was bored and looking for a way out. I spent every spare moment that I had trying to write new songs, blowing my money on gear that I couldn’t afford and practice spaces, along with trying to come up with new ways to get our name out there and get people to listen to our music and watch us play live. With my engineering and project management, background I learned a lot of skills around how to run a successful business and manage a team. While I didn’t know it at the time, this actually laid the foundations for me in running a successful band, and leading the charge into a new career in marketing down the track. The thing that you might not realize is that running a band is the equivalent of running the worst business that you can possible imagine, and enjoying it. You have four or staff staff members, all who have different ideas on how to do things, can typically be unreliable, have very little money, and no idea what they are doing outside of their musical skills. Also, being in a band is a bottomless money pit. You are playing for gear, rehearsal space, recording time, merchandise production, travel expenses and a lot of other stuff. You then drive 6 hours across the state to play a show to 20 people and be paid the huge sum of $100 and sell four or five shirts for your efforts. For me, being in a band was my introduction to growth hacking and learning how to run my own business. The similarities between a startup and a band and very much alike, and through developing a number of skills while promoting my band, I was able to hone my craft that lead to me being a top marketing manager at a fast growing startup. Branding is everything Like in a band, branding is critical. They way that you present your brand can heavily impact how you are perceived. Everything from having a professionally design logo, an easy to use and informative website and consistent message/theme is critical to your success. Yes, DIY or do it yourself is a great way to get things moving, but it can only get you so far. Just like in business, you are going to get to a point where things are starting to get bigger and you need that extra level of professionalism to take things to the next level. Over complicating branding is never a good move. This all begins with naming that logos. How many successful bands do you know that have five word or more names? Not many at all. Having a simple name and an easy to read and recognizable logo is the key to a good branding campaign. People should be able to see your logo and make a connection with the band or company and know exactly what they do. Consistency through the branding is also a key to success. Ensure that all of your promotional material and customer facing products have your name or logo featured. Over time this helps to develop your brand awareness and fan loyalty which in the end, is what we are all trying to achieve. Old School vs New School I was very fortunate to experience the pre and post social media boom in my marketing journey. When The Omen first started we were still in the pre social media phase of the internet. We would spend weeks prior to shows handing out flyers all over the city, and sending out text messages to everyone that we knew to let them know about shows. Around halfway through our existence, MySpace was born and with that the way that the music business would work changed forever. It was now easy to reach a large audience with the click of a button now, opened up a whole new audience for bands all over the world. Soon after Facebook arrived and things would change again. There are two eras to Facebook, what I like to call the golden age for brands, and then the world that we live in today. You see, when you turn the clock back about 6 years, Facebook wasn’t limiting who could actually see your posts to cash in on advertising revenue. Instead, every person that liked your page would see everything that you posted meaning it was an amazing tool for building up a brand very quickly. While that didn’t last as Facebook chased their dollars, for a brief moment there, we were in marketing heaven! Since that point we see brands trying to build up their awareness through one particular social media channel and failing. Given how often social media channels update their algorithms and develop new tools, it’s crazy to rely on only one form of social media to build your brand these days. Ensure that you have a presence on each network, but don’t over commit to any. I was lucky as I learned early on that diversifying your options when it comes to marketing really helped to build up our brand. The mix of online and offline concepts provided a strong platform for us to build from. While printing flyers might not be as integral to a business as it was in the fast, it is still an effective means of building brand awareness. In an age where everyone relies so heavily on the internet and digital products, having a physical form of advertising is on the rise again and appreciated by our audiences. Growth hacking is about finding new ways to build your business, so set out to try up to eight or ten avenues for your next marketing campaign, and see what works for you. This could be blogs, social media, in person events or parties, partnering with other brands, giveaways and much more. Think about your audience, and what will best suit them. Serious business A lot goes into getting a small business up and running, and it’s critical that you do things the right way in the beginning so that six months down the track, everything isn’t a complete mess. While most people might not realize it, once a band gets to the point where they are starting to record album and start touring, these things are just as important to a band as they are any other small business. Registering business names and copyright information, applying for a tax file number and setting up a process for tracking, recording and filing expenses and expenditure, setting up bank accounts, these all need to be done for both bands and businesses alike. Not all bands will go to these lengths, but then again, a lot of bands won’t get to this point and are happy to just play small local shows, but the second you want to start taking things seriously, the business side of your music needs to match your expansion creatively. Having run my band for six years, and set up all of these processes for the group, I didn’t realize at the time but I was learning more throughout that timeframe than I would in a year of business school. Not only that, I generally learnt all the wrong ways to go about things, and then had to fix them, meaning that the next time I set up a business, it was a much easier process and I was able to get things up and running much quicker and smoother. Investing in your product You have to spend money to make money. How many times have you heard that? Well unfortunately it’s the truth, and it’s the one things stopping most businesses from turning from good ideas, into actual functioning businesses. The way in which you can get investment is changing with time, and if you have a great idea it’s a lot easier to find someone to assist in supporting you financially. For a band, that initial investment is a lot harder source. Like 95% of all businesses, a band is funded by it’s members, or founders if you will, it can take some time for there to be any return on your investment, if you get a return at all. Since I was in a band, the way things operate has dramatically changed and the internet has become a central tool for all everything, including fundraising. The introduction of crowdfunding sites has changed the game for small businesses and bands alike. A band can now work to raise funds prior to entering the studio or embarking on a costly international tour, allowing fans of their work to contribute funds in exchange for ticket, merchandise or other sought after experiences. This model replaces the system that was in place during my band’s days, where the only way that you could get someone to give you money for a record was to sign a deal with a record label. That experience taught me a lot about how raising capital for a business though. Instead of pitching to a group of VC’s with your carefully crafted slide deck who may invest hundreds of thousands of dollars, if not millions into your idea, you would be dealing with a label manager who you were trying to get to invest much smaller amounts but would be at the same time, would throw you out of the room in a second if they didn’t like the look of you. Pitching to labels is an art, just as pitching to VC’s is, and remarkably the same tactics work in both situations. Keep things short and simple 5 slides/pieces of information maximum Show how the money will be used, and how it will ignite growth What the return on investment will be for everyone involved These items will obviously vary between industries, but the general formula WILL work and is a solid foundation to build on for any pitch. The importance of community What is a band without its fans? Nothing. To a band, community is everything. Without their fans, no one will buy their record, attend their shows, or support what they are doing. But it’s not the one of fans who attend that one big festival that are important, it’s the dedicated fans that come to every single show that you play and support every thing that you do that counts. In our online world, businesses can easily fail to recognize community. You can build an amazing looking website, have a great product, and have the ability to change a market, but without people to support you, you won’t get anywhere. Community is just as important to any business as it is a band. There’s an old saying ‘The best advertising you can get is by word of mouth’, and it rings true. Your customers are your biggest supporters, and by uniting them, you have a stronger voice than you can get by throwing money as pay per click campaigns. Show your audience that you are real people. Don’t hide behind stock photos and technical articles, put your team’s faces on your website and allow them to project a human touch onto your potential customers. Build your social media communities up, run events, get in touch with people in anyway that you can and give them a platform to say good things about what you’re doing and it will be the most valuable thing that you ever do. Don’t over do it More is not always better. Knowing when to release things and how to do it is an art, and an art that many people fail at miserably before they work it out. It’s all about creating demand. If you are interacting with or running events for your community too often, they are more likely to fail. One of the toughest things to do as a band is turn down shows, but if you are playing in the same city every week for months on end, who is actually going to come and watch you play? You create an audience that has the attitude of “I don’t think i’ll go and watch them play this weekend, they will be playing next weekend anyway”. When the following weekend rolls around, the same thought process takes place. Make your brand a special event. My band had a rule that we would not play in the city more than once every 2 months. This created a demand amongst our fans because they knew if they didn’t come to the show, they would have to wait a long time before they could see us again. The same principle goes for runnings any business related events. Say you runs Friday night drinks every week, if you switched to running it monthly, you will get a higher attendance. The same goes for running events or meetups. A meetup that takes place once a quarter will always be more highly attended than a weekly or fortnightly event. Demand is the key, not only for attendees, but for speakers too. If it’s a more exclusive event your chances of getting higher ranked members of your community to speak at your event increase ten fold! Reward your customers Everyone likes being recognized for their contribution, and your customers are the reason that your business is succeeding so why not reward them. Small gestures can go a long way and turn a customer from someone who is in it to see how things go, into long term supporter. Bands are constantly giving away things for free. Whether it be music, video and playing free shows. If you can get people listening to or watching what you do, people remember that, and there’s a strong chance that they are you going to support you in the future because you were generous to them. In the business world, free events or ‘office hours’ sessions where people can meet the team over some free drinks and food can be a great experience. Don’t be shy is dishing out your company branded merchandise either! Remember, if people are wearing your gear, they are essentially a walking billboard for your company, and everyone likes a free shirt! These are just a few examples of some of the things that I learned throughout my many years of playing and running bands. I didn’t know it at the time, but it set me up for not only stepping into the business world, but being able to establish myself as a marketing and growth hacking expert by applying techniques that are lesser used in the business world. There is nothing more satisfying than being able to watch a business grow thanks to your hard work and planning, and I hope these tips can help you and your business! If you would like to talk about any of the things mentioned in this article, feel free to contact me on Twitter at @scottdancooper
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Venture Investing In The Public Sector

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A Marine stands sentry in front of the West Wing (photo from Whitehouse.gov)I’ve been at Insight Venture Partners for a year and a half now, and many people I know ask me how about how it compares to the White House. I tell them, truthfully, that it’s hard to compare things to the White House. The sense of mission, the opportunity to work on issues that are next week’s front-page headlines, the scope and scale of the federal government, and the feeling you get seeing the Marine standing guard outside the West Wing are unlike any of my private sector experiences. But I’m really excited to be back in venture, working with software and internet entrepreneurs determined to make their mark. This month, Insight is hosting its annual Limited Partners meeting, where we spend time with our investors — including state pensions and state university endowments that trust us with the public’s money. While the specifics of our investing strategy are proprietary, it’s public information that we are one of the largest venture and private equity firms focused just on software and internet companies. Looking at our current portfolio, you can also see that we’ve invested in software areas where government is significantly involved — as a regulator, payer, or customer. For example, we’re investors in: Public safety companies like TriTech and Appriss that help law enforcement and communities stay safe. Education companies like BrightBytes, Achieve3000, Illuminate, Frontline, and TurnItIn — companies that are improving teaching and learning in K-12 and higher education. Cybersecurity companies like Tenable, Thycotic, Checkmarx, and Firemon that help organizations — including government agencies — detect or prevent bad guys from doing harm. Why are these markets attractive areas for Insight, given conventional wisdom that government can be challenging to sell to, and expensive to serve? First, government is a large market. The federal IT market is $80B, and the global market for government software is estimated to be $400B. Second, government desperately needs better software. Ask any veteran who has tried to use the over 1,000 websites at the Department of Veterans Affairs, or the VA employees trying to help them. Third, government requirements, while challenging, can sometimes advance product development for our companies. For example, Docker is working with the federal government on strong security features for its container software, which will be helpful for the financial services industry and other commercial customers. Like any market, the government market takes focus. Many of our companies have dedicated teams to it, and I’ve also been helping a handful of our companies with their federal market strategy, as well as policy and regulatory matters. Insight and our companies have also been proud to contribute to Presidential initiatives like TechHire, the White House Science Fair, and the White House Demo Day. Our commitment to these causes will continue past President Obama. Aaron Skonnard, CEO of Insight portfolio company Pluralsight, writes about why future Presidents should continue TechHire’s important mission to help more Americans get the accelerated, nontraditional technical training they need to obtain better jobs and achieve better futures. I’ve written publicly about how the federal government isn’t getting sufficient value for its $80B of annual IT spending — and the most vulnerable in society are often the most harmed. This week’s GAO report highlights the need for federal agencies to address their aging legacy IT systems, and included an alarming statistic: federal agencies spend $61B on IT operations and maintenance, but only $19B on new or modernization projects. The Department of Defense’s system that coordinates operations for nuclear forces runs on a 1970’s era IBM computer, and uses 8 inches floppy disks. Some people ask how I square fixing that problem with my role at Insight Venture Partners. That’s easy — government should buy more of the market-leading software that our companies offer, rather than spending ten times as much to have a beltway contractor build a custom solution that doesn’t work well, and is outdated at time of launch. Our companies, in contrast, are typically building for Internet scale with software-as-a-service (SaaS), and are rigorously focused on constantly delivering delightful user experiences — for both federal employees and American citizens. As one example, we’re investors in Qualtrics, a leading survey and insights company based in Utah. Qualtrics offers software for academic research, human capital management, and customer satisfaction. The federal government spends many millions in each of these areas — yet its activities are often conducted on outdated systems or still using paper. And in many cases, the government doesn’t even properly use the data it collects in these areas. Qualtrics can help government agencies gain real-time, actionable insights from research studies, government employees, and users of government digital services. Another example is Alteryx, a leading self-service data analytics company. Alteryx can help the federal government become more data-driven internally, as well as deliver on the President Obama’s commitment to open up machine-readable data to the public. There is also an increasing push for open source software in government. As someone who helped author President Obama’s commitment to a federal open source software policy, I’m a big believer in open source. We’re investors in Automattic (WordPress), Mirantis, and Docker — open source companies that are powering the websites and infrastructure of the federal government. Some of our companies also have government roots. Mirantis sells software and services around Open Stack, an open source cloud software project co-founded by NASA and Rackspace. LiveAction, a recent investment focused on network management, has its origins in the Department of Defense. I’m also passionate about finding ways to bridge the private and public sectors — and thus my involvement with the Harvard Kennedy School. I hosted panels on Designing a Better Digital Government, Security and Privacy in the 21st Century, and Criminal Justice in the Age of Big Data last fall, and taught a Tech and Innovation in Government field class this spring, where student teams worked closely with the VA, Census Bureau, City of Boston, and NYC. Teaching and mentoring the next great crop of what HBS Professor Mitch Weiss calls “public entrepreneurs” is both challenging and rewarding. Working with great people is always gratifying. I’m humbled to be working with a great team at Insight, and I’m also extremely proud to have played a small part in the creation and growth of the Presidential Innovation Fellows, 18F (now part of the GSA’s Tech Transformation Service), and U.S. Digital Services — now over 350 people in government. In fact, I recently gave a talk at our annual Insight R&D Forum about Healthcare.gov — my White House colleagues Todd Park and Ryan Panchadsaram were key in the rescue — and how the crisis helped catalyze the rise of the digital services movement in the U.S. government. So when my public sector friends ask about my return to venture capital, I tell them authentically that I’m very excited to be part of a great team investing and working with innovative companies that are growing quickly, creating opportunity for employees, and delivering real value to their business and government customers. But still nothing compares to the Marine standing sentry at the West Wing!
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A Complete Guide For Launching Successful Slack bots

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Image Credit: Slack While working on the beta version of Sprinterbot, we faced many challenges in attracting early adopters. We reached out to bot experts and ran our own research to answer this question. Today I’d like to share some of the data we gathered and insights of other Slack bot builders. Communicate with the community Prior any marketing activity, your main goal should be understanding your target audience in order to serve them better. It is a well covered topic in many articles and books, but I will highlight the key points from domain experts: Ross Simmonds, Entrepreneur at getcrate.co, says: Start with a landing page or even a Slack group that has the goal of gathering insights about your target audience. You want to do this so you have a mini army ready to talk about your bot on the day of the launch. It’s building this pre-hype that will help you have a handful of beta users commenting on the value your bot offers the ecosystem. There are Facebook groups, Slack channels, Subreddits and Forums all dedicated to Bots. Spend time building relationships in these communities and share your bot with them upon launch. Ernest Oppetit, Product Manager at qubit.com shares similar insights: Get known in the community you are targeting, via reddit, Producthunt, Growthhackers, Hackernews, etc. Show the value of your bot easily via a free demos / trials (but be upfront about costs down the line). Let users refer their friends and professional connections, gamify / incentivise the referral program In addition to establishing contact with your target audience you may want to reach out to the influencers and talk with them about getting their feedback, help or just to get to know the community better. There is a great article by Robert Hopman covering this topic which also covers other aspects of attracting customers to your Slack bot. Facebook https://www.facebook.com/groups/hhbots/https://www.facebook.com/groups/chatbot/ LinkedIn https://www.linkedin.com/groups/7052578/ Reddit https://www.reddit.com/r/startups/https://www.reddit.com/r/Slack/ Slack Communities https://slofile.com/https://www.hamsterpad.com/http://www.slacklist.info/http://www.chitchats.co/http://www.slackin.xyz/https://medium.com/@slackinday/an-ultimate-list-of-190-slack-communities-ee92a12a8df2#.areswlrghhttps://medium.com/@angiecois/an-incomplete-list-of-communities-on-slack-1b1b6f157bda#.9e3vfcm8j Create and share value While working on your bot, don’t just develop and deploy, but be proactive and communicate your bot’s value with your target audience and Slack community. I found it is useful and exciting — while looking for insights to share you may find something really valuable to your product. Once you prepare material and share it with others not only do you start promoting your brand but you build a community tied to your product. Alyx Baldwin, Co-founder and CTO at kipthis.com also advises to start publishing: I would suggest publishing your own Medium articles around what you’re building and the experiences you’ve had in iterating on your product so that others will share your writing and raise awareness overall. I would also figure exactly who will be using your Slack bot within each Slack team since you can apply marketing methods directly at that type of person (i.e. the developers, the sales folks, the managers, etc.) The tricky part is how you convert a slack team when the admin of the team might not be your target users within each team. So it’s best to appeal to the Slack users within your target demographic and as a call to action have those users ask the Slack administrator to add your bot to their team. Make it easy for everyone involved to understand the bot’s value add and easy for the target user to share info about the bot with the Slack admin. While Alyx prefers Medium, we ended up hosting our blog on WordPress. I’m a big fan of Medium as well, but we like to have full control of our content and audience and we didn’t feel Medium allowed for any customization. Marwann Al Saadi (behind wheretoget.it, previously at getbirdly.com) confirms this message and goes deeper: I also think Slack-related content marketing can help bring visibility to your Slack bot and recruit more teams. for a few reasons. First, it helps you be seen as a thought leader in the “Slack Bot” industry, and can help generate free PR, as long as you are being useful to people. When we started out, the concept of Slack bots was at an early stage, so part of the job was evangelization around slack bots to help create the market. I created SlackStack.io as one a “startup side projects”, and the response was really amazing, including a feature in TheNextWeb. Helping Slack thrive through evangelization can also bring opportunities to collaborate, or even be featured by Slack. Besides this, creating thus side projects can help you drive very targeted leads to your website, through newsletters or retargeting. Add your website to startup catalogs Once you have your landing page, it’s time to add it to startups catalogs to get traction. I believe in the 80/20 rule, and I suppose 80 percent will come from Betalist and Producthunt — (Crunchbase, Angellist and https://news.ycombinator.com are must-haves as well) — but in order to get as much attention as possible, here is the list of other catalogs as well. URL Alexa Rank http://crunchbase.com 2,691 http://angel.co 2,936 http://betalist.com 30,897 http://killerstartups.com 56,528 https://www.vbprofiles.com/ 62,499 http://betapage.co 79,053 http://betabound.com 81,522 http://erlibird.com 233,674 https://maqtoob.com 254,423 http://startupli.st 261,542 http://www.new-startups.com 265,161 http://thestartuppitch.com 270,711 http://startuplift.com/ 332,855 http://www.listhunt.co 462,489 http://newbornstartups.com 509,169 https://startupbuffer.com 559,173 http://stompstart.com 570,397 http://www.startuptabs.com 687,249   Also we’re listing catalogs related to bots only, most of them have low traffic but they’ve very relevant and could certainly grow into a more substantial “bot store”: URL Alexa Rank https://botlist.co 116,673 https://botfamily.com 216,577 https://www.botpages.com/ 647,777 http://slackbotlist.com/ 696,093 https://botwiki.org/ 886,222 http://slackstack.io 1,161,934 http://www.bot.am 2,730,627 Prepare for launch on Producthunt Producthunt is one of top drivers of customers to your Slack bot. According to Matty Mariansky, Co-founder, Product Designer at Meekan, we can see that the amount of traffic from Producthunt is almost the same comparing to Slack directory (at the peak). Bahaa Galal, co-founder and CTO at notify.ly shares this advice: What have caused the tremendous growth of Notify.ly is Product hunt campaign. So if there is a single advice I can provide you here, is to focus 100% on your product hunt campaign by doing it right at the right time. Everything should be in place before the campaign and you should focus all your efforts to make it work. The first impression on Producthunt is critically important — so polish the website having a clear message on what do you do then run product tests with the help of early adopters and make sure everything is perfect as it can be. Notify your community, but instead of sending a direct link to your page on Producthunt, send a link to the main page. Otherwise you`ll be dragged down, according to some useful advice on Producthunt’s algorithm. Strive to be listed in the Slack directory It should be a goal for every Slack bot creator to be listed in the Slack directory (and we’re on our way towards it), so I will share our own experience later. In the meantime, here’s what other successful Slack bot builders have to say: Matthieu Varagnat, Entrepreneur and developer of smooz.io, writes about the key competitive advantage Slack bot builders get by engaging with the directory now, as opposed to when it grows bigger: The main traffic driver is the Slack app directory, and from time to time, some press. In that regards, I don’t think Slack bots are hugely different from other apps – it’s just that the Slack Directory is not yet super-crowded and allow for some visibility, even for small players. Being listed in Slack’s App Store (https://www.slack.com/apps/) can bring a substantive amount of new teams every day. If your bot is great enough according to Slack, you might even be featured in the “New and Noteworthy” or “Brilliant Bots” categories. Good luck on getting new customers for your Slack bot. I hope this guide helps you. If you have any questions, I’d love to be in touch. Alexey Kistenev, Founder and CEO of Sprinterbot and Interweb.ru  
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«Problem Solving» Is The Foundation Of Any Successful Product. — Medium

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«Problem Solving» is the foundation of any successful product. As Tony Fadell brilliantly explains it in this TED talk the challenge in solving problems is to look at the world with child eyes to find invisible problems, the one we don’t even see, deeply hidden in our daily habits. Our flagship product solved many problems. We designed a self-order kiosk for our biggest client: a big QSR chain. Or 4 generations of self-order kiosks I should say: it all started 12 years ago. 3 problems solved in a single product: The kiosk improved the flow of customers making the life of the restaurant team easier. We increased the average check for the store owner with suggestive sales. And the most important problem: we brought a convenient experience for our client customers. Reducing dramatically the queue. Providing an intuitive way to discover the products, with no pressure from the hostess or the next customer in line. All of that in different languages… Is «problem solving» sufficient to make a successful product? I’d like to think an additional parameter is key: following a vision. Our client was following a vision: their customers should be served at the table. As a first response to this new challenge, our client customers would choose a zone on the self-order kiosk and sit waiting to be served. But it was not easy to know in advance in where you wanted to sit, or to read a map, to know if sits would be available in that zone… Our client customers often ended somewhere else in the restaurant. It became common to see the restaurant team running in the restaurant, screaming an order number hoping to find the right person: the food got colder, the team got exhausted, and the customer, even if waiting sitting is better than standing… Was still waiting. Was it the right technology? Probably not. We are about to launch a new product. We didn’t have to see the world with child eyes, the problem was very visible and our customer was clearly stating the need to find a solution. But I like the way we came up with the product we’re launching today, where the «vision» played a very important role. It was 2 years ago. We started from a blank page. Not from a technology. And listed all possible combination of technology that would provide: a convenient and transparent experience for their customers, no additional work from the restaurant team and still being affordable for the restaurant owner. We found 7 different possible path to follow. And focused on a particular one: Bluetooth. It is affordable, it would bring a sufficient accuracy. Ans even more: Bluetooth was embedded in any new smartphone (Apple was launching the iBeacon protocol). This is where our vision played an important role. As a company, after the kiosk, we watched another innovation coming for our client: mobile ordering. On purpose, we never committed ourselves in this field. Because we believed that the self-order kiosk solved a lot of problems. We didn’t believe that mobile-online ordering (the possibility to order in advance), would solve as many problems as the self-order kiosk did. We never believed that the smartphone could be, in any way, in competition with the kiosk. However, we always believed that the smartphone could solve complementary problems such as payment, loyalty… And in our case, the smartphone could solve the table service problems. Our client customers would order on a kiosk and we would then locate their smartphone inside the restaurant. Allowing the restaurant team to head directly where the customer is, serving orders faster. No more stress: happy customers, happy team, happy owner, happy client with a brand always on the edge of innovation. Of course we have to allow customers without smartphone to be served as well, so we came up with a token dispensed at the kiosk. But the technology inside that token was driven buy this vision: what would the customer journey look like in 5 years? How anticipate this not yet existing potential behaviour? Is this vision the right one? We’ll probably know in a few month time now!
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It’s OK Not To Have A Start-up — Medium

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It’s OK not to have a start-up And instead work for someone. There is nothing wrong with that route and you may just find it fulfilling. Photo by Jadon Barnes (https:[email protected]/* */) I have come across so many people, so many articles and so many questions about people wanting to get out of their 9–5 cubicle life and setting up their own cubicle to execute their idea. A good majority of the people think that getting that winning idea, launching it and making that first million will happen all too quick. But from what I have seen, heard and experienced, it takes immense hard-work, intelligence, capital & luck to be up & running. Not to mention the anxieties arising from lack of funds, competition, debts, legalities, round-the-clock work, managing a thin or a large team — all of which is is a part and parcel of a startup life. It’s not an easy ride. Personally, I think it’s good for an individual to experience both — being employed and having an own business. You can learn much from both and maybe, it gives you that balance of security and adventure which you are craving for. Over a period of time, you will figure out which satisfies you the most and then focus on that everyday. I have seen and heard people give up their jobs, start their own venture and then come back to an office job again. In almost all cases, they say they have become better employees after their adventure. Why is that the case? Because when you become your own boss, you realize how tough it’s to run an enterprise. You begin to understand the difficulties, concerns and decisions that your past managers or owners made. You see why people behave the way they do at work and you begin to see your own self in the actions of others. You begin to discriminate clearly between honest & dishonest dealings amongst staff, the theories behind employing and downsizing, handling money matters, getting serious about customer service, maintaining a friendly personality with all and how to overcome obstacles. Imagine, if you had this outlook at your employer’s company even without a startup under your belt. Wouldn’t this help you stand out amongst everyone and give you the job satisfaction that you are truly craving for? Working for someone else can be lucrative also. Those who have worked hard for their company and stayed long enough to make their mark have received good promotions & recognitions. The best way to be successful and happy while working for someone else is to be thoroughly honest, avoid being superficial, work hard & smart, respect & assist those around you, learn as much as possible about the business and never hesitate to contribute your ideas to the company — basically give everything you have got and don’t ever feel bad about it. If you feel that the company you work for doesn’t care, then you have 2 options: work your way to the top and change the company culture or move to a newer company who cares. Working for yourself or a manager is always an asset. Working to help someone else achieve their dreams is a noble effort just like how a startup entrepreneur would like his/her own team to do the same. Making someone else successful is a great way to be successful too. To be satisfied at work requires one to have a change in mindset. Don’t consider your paid work as a “wasted life in a cubicle for a manager/company I don’t care about”. Instead, change your perspective to a more positive and a caring one, “This company has taken a risk with me and given me their confidence. I will not let them down and will do the best I can”. Immediately, you will feel like an entrepreneur and that’s what you are looking for anyway. So, its OK if you don’t yet have a start-up or cannot bring up the courage to start one. Continue your 9–5 work and be happy :)
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Psychedelic Sundays: LSD Problem-Solving

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The psychedelics are the strongest tools ever dreamed of for man’s betterment. During the The Minds Psychedelic Panel Show, I mentioned this studied that happen in 1966. The experiment was carried out in 1966 in a facility of International Foundation for Advanced Study, Menlo Park, California, by a team including Willis Harman,Robert H. McKim, Robert E. Mogar, James Fadiman and Myron Stolaroff. The study consisted of 27 male subjects engaged in a variety of professions: sixteen engineers, one engineer-physicist, two mathematicians, two architects, one psychologist, one furniture designer, one commercial artist, one sales manager, and one personnel manager. Nineteen of the subjects had had no previous experience with psychedelics. Each participant was required to bring a professional problem they had been working on for at least 3 months, and to have a desire to solve it. This LSD-induced problem-solving session was carefully structured with particular focus on establishing Set and Setting conducive to creative activity. “Set” is the mental state a person brings to the experience, like thoughts, mood and expectations. “Setting” is the physical and social environment. Social support networks have shown to be important in the outcome of the psychedelic experience. They are able to control or guide the course of the experience, both consciously and subconsciously. Stress, fear, or a disagreeable environment, may result in an bad trip. Conversely, a relaxed, curious person in a warm, comfortable and safe place is more likely to have a good internal trip. The findings on LSD tests of creativity and on the utility of problem solutions suggested that, if given according to this carefully structured set and setting, psychedelics seem to facilitate creative problem-solving. The results also suggest that various degrees of increased creative ability may continue for at least some weeks subsequent to a psychedelic problem-solving session. “I looked at the paper I was to draw on. I was completely blank. … Suddenly I saw the finished project.I did some quick calculations. . . . It would fit on the property and not only that … it would meet the cost and income requirements. It was contemporary architecture with the richness of a cultural heritage…it used history and experience but did not copy it. Ibegan to draw … I worked at a pace I would not have thought I was capable of. I completed four sheets of fairly comprehensive sketches. I was not tired but I was satisfied that I had caught the essence of the image. … It was a magnificent day.” — Architect using LSD to help design a shopping center for a re-sort-university community. Use of Psychedelic Agents to Fa-cilitate Creative Problem Solving Most participants also reported following experiences of enhanced functioning: low inhibition and anxiety, capacity to restructure problem in larger context, enhanced fluency and flexibility of ideation, heightened capacity for visual imagery, increased ability to concentrate, heightened empathy with external processes and objects, heightened empathy with people, subconscious data more accessible, association of dissimilar ideas, heightened motivation to obtain closure, visualizing the completed solution. This study was done in 1966, since that time Psychedelic have been illegal and all studies of this promising researched have been stalled. But recently there has been some research and studies. One recent finding that goes alone with this LSD-Problem Solving study is Micro Dosing. WHAT IS MICRODOSING? The act of integrating sub-perceptual doses of psychedelics into your weekly routine for higher levels of creativity, more energy, increased focus, and improved relational skills. “Someone taking a dose this low functions, as far as the world is concerned, a little better than normal. To date, I received no reports that sub-perceptual doses have caused any social disruption, personal upset, or any form of work-related difficulty.” Dr. James Fadiman, author of The Psychedelic Explorer’s Guide and renowned psychedelic researcher HOW MUCH IS A MICRODOSE? Microdose10–20 µg of LSD or0.2–0.5 g of magic mushrooms pical Day When Microdosing. 09:00 — INCREASED CREATIVE OUTPUT Brilliant outbursts in work and personal creative projects. Super easy to get in the ZONE. Work becomes fun! 16:00 — MORE PHYSICAL ENERGY More stamina while exercising. Clean energy buzz–like a psychedelic coff­ee. Lift heavier weights Improved coordination & higher level of focus. 19:00 — IMPROVED EMOTIONAL BALANCE Create stronger bonds with new and existing friends High levels of gratitude Alleviates Depression Gradual buildup of openness and awareness 21.00 — HEIGHTENED SPIRITUAL AWARENESS Glimmers of insight into the unity of all life forms Amazed by the wonders of life More in line with spiritual intentions Its time to explore the Psychedelic Frontier once again. Because we as humanity and society need every tool in our tool box, to take on this ‘Brave New World’ we find our selves in. We need creative solutions to solve the problems facing humanity. Society only evolves as much as Consciousness evolves. “Those who advocate the drug’s use are not, in themain, after kicks, nor are they interested in anti-social activity. These advocates, who include intel-lectuals, professionals, and scientists, claim that thedrug offers great benefits to the individual — richinner experience, freedom to be himself, a chancefor further development of his personality, and aloving rather than a hostile or indifferent attitudetoward other people.” — Nevitt Sanford Utopiates Psychedelic Science: The surge in psychiatric research using hallucinogens The Ultimate Guide to Microdosing Infographic! LSD — The Problem-Solving Psychedelic
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