Some I recommend:
Tuesday 25 September 2012
Recommended Mobile Apps
If you have an Android Phone you should have a Google Account. If not, then create one. You will be able to login to your Google Play Store which is also set up on the Applications page of your mobile phone. Once in your Google Play account on your PC, you will be able to see which Apps you have on your phone. You are also able to easily search and purchase other Apps from here.
Some I recommend:
Some I recommend:
Thursday 20 September 2012
Smarter Cities 2012
Holyrood's Smarter Cities 2012 is bringing together leading
thinkers, practitioners and industry leaders to discuss the Smart City
agenda, and how it might meet the complex challenges facing Scotland's
cities.
In 2011 the government published its Agenda for Cities,
and established the Scottish Cities Alliance between the SCDI,
government and Scotland's cities.
Cities will be expected to achieve
sustainable economic growth, reduce carbon footprints, and improve the
efficiency, responsiveness and effectiveness of public services while
facing shrinking budgets. Harnessing technology and multi-stakeholder
partnerships is promoted internationally as the Smart City answer to
these pressing challenges, with the smartest cities benfiting from :
Numerous, distributed and sustainable energy sources
Energy efficient buildings supplied by 'smart-grids' and meters
Intelligent, low-emission transport that avoids congestion and meets demand
Citizen participation in service provision
'Open data' and innovation
Informed planner and decision makers
Integrated, efficient and intelligence utilities such as waste and water systems
Optimised private sector, academic, third and public sector coordination and cooperation
National, regional and international competitiveness and a low carbon footprint
Why attend?
At this event you will participate in debate, share experiences and network with influential researchers, analysts, and public representatives who are actively engaged in meeting these challenges.
The conference will focus on 3 areas:
Smart Cities and Scotland
What is a Smart City thinking?
What is being done, and what should be done in Scotland?
Aspects of a Smart City
Energy
Transport
Building
Services and more
Making Smart Cities a reality
Citizen engagement
Planning and infrastructure
Alternative funding sources
Coordinating and leveraging the private, academic, third and public sectors
Additionally delegates will benefit from interactive 'Breakout' sessions that provide delegates with the opportunity discuss aspects of Smart City thinking in detail.
Wednesday 5 September 2012
Event Elephant answers 3 questions
• What's your pitch?
"Event elephant is an online event registration platform, so any event organiser, whether it's a large festival with 50,000 attendees, a golf club running an annual fundraiser event or an IT company running one-day workshops, can set up their event and use our online event registration platform to develop a branded event website online, sell tickets online and take secure online payments.
• Who's your competition?
"Ticketmaster is the recognised brand in our field but we are a more niche service, so our advantage over them is that event organisers can create their own branding. The key advantage for event organisers using our technology is that they retain control of the attendee database. We also have Facebook integration; that's grown from 105 Facebook referrals in May to 11,000 in September. And we have 6,000 event organisers signed up now."
• How do you make money?
"We take commission that's 4.5% of the ticket price, then we have graphic design services too. It's about giving event organisers something different, and we target five niches of entertainment, sport, conferences, networking and training."
Other Event Manager Solutions...
"Event elephant is an online event registration platform, so any event organiser, whether it's a large festival with 50,000 attendees, a golf club running an annual fundraiser event or an IT company running one-day workshops, can set up their event and use our online event registration platform to develop a branded event website online, sell tickets online and take secure online payments.
• Who's your competition?
"Ticketmaster is the recognised brand in our field but we are a more niche service, so our advantage over them is that event organisers can create their own branding. The key advantage for event organisers using our technology is that they retain control of the attendee database. We also have Facebook integration; that's grown from 105 Facebook referrals in May to 11,000 in September. And we have 6,000 event organisers signed up now."
• How do you make money?
"We take commission that's 4.5% of the ticket price, then we have graphic design services too. It's about giving event organisers something different, and we target five niches of entertainment, sport, conferences, networking and training."
Other Event Manager Solutions...
Tuesday 4 September 2012
Five Reasons Why CRM Implementations Fail
When listening to concerns about CRM solutions,
implementation is usually high up on the list. Yes, it can be
daunting, but it is the pivotal point of the overall project. So why do
CRM implementations fail? Below are the most common CRM implementation errors and how to avoid them.
Avoid Training the Trainer
Proper implementation of a CRM solution takes concurrent and complete commitment from your company. Too frequently, companies tend to underestimate what it takes to get the job done. Having only one or two key people learn the system, so they can train other employees is a recipe for disaster. All users should have an opportunity to work directly with the consultant or trainer. Meet with your consultant to get a clear understanding of what it takes to fully implement the CRM system so you can reap the benefits throughout your organisation.
Avoid the temptation to train your staff by department; such as having accounts train in the morning and then have warehouse staff trained in the afternoon. These sessions usually turn into a demonstration rather than interactive training. But worse, trainees have no sense of how the software integrates nor how they are affected by events in other departments.
Underestimating Implementation Time
In order to keep costs down to close the deal and make the sale, a consultant might suggest you purchase fewer days than you really need for a successful implementation . This can make you dissatisfied with the service when you learn you must spend more than you expected in order to fully exploit the software, not to mention the cost of a delayed or failed implementation. Consultants may not guarantee they can get the implementation done with the days they quote, but press them to be up front with what it really takes to get their system up and running throughout your business. Ask for specific examples of other similar projects and their implementation duration.
Resistance to Change
Culture shock is possibly the most difficult hurdle in an CRM rollout. Employees are resistant to change for a variety of reasons; usually rooted in some type of fear. They may be worried that their jobs are at risk or that they will be unable to learn the new system. Some may just be afraid of computers. Whatever the reasons; education is the answer. Try to let them see how the new system will benefit them personally. They may be less stressed because all the information they need is readily available; they may be less exposed to failure because they have greater control and access to online help. Once they see how their own lives will be easier, they will actually be excited about the new system.
Choosing the Wrong CRM System
Choosing the wrong CRM system can be devastating. Don’t be persuaded by a consultant that repeatedly says “Yes it will do that”. Ask them to show you. What can happen is the “yes it will do that” turns into “yes it will do that, but it will take more customising at extra cost”.
No Management Buy-in and People Aren’t Held Accountable
Management has to understand that all of the previously mentioned issues can be resolved when they accept the idea that a new CRM system is best for the organisation. It is imperative that management also buys into the implementation process, and supports the plan throughout the organisation. They must understand that “training the trainer” to cut costs is not a solid option, and pressing consultants for accuracy in implementation costs and educating employees on benefits of a new system is critical.
Everyone throughout the organisation must believe that management is completely behind the project and will take any necessary action to ensure success. Furthermore, management in smaller companies tends to be reluctant to holding people accountable for their performance. Even the best employees can lose their edge when they know they will never be held accountable for sub-standard performance and some less perfect employees will take serious advantage of such an environment. Sometimes, management must be prepared to make some tough decisions if an employee remains a roadblock to the project’s success.
Avoid Training the Trainer
Proper implementation of a CRM solution takes concurrent and complete commitment from your company. Too frequently, companies tend to underestimate what it takes to get the job done. Having only one or two key people learn the system, so they can train other employees is a recipe for disaster. All users should have an opportunity to work directly with the consultant or trainer. Meet with your consultant to get a clear understanding of what it takes to fully implement the CRM system so you can reap the benefits throughout your organisation.
Avoid the temptation to train your staff by department; such as having accounts train in the morning and then have warehouse staff trained in the afternoon. These sessions usually turn into a demonstration rather than interactive training. But worse, trainees have no sense of how the software integrates nor how they are affected by events in other departments.
Underestimating Implementation Time
In order to keep costs down to close the deal and make the sale, a consultant might suggest you purchase fewer days than you really need for a successful implementation . This can make you dissatisfied with the service when you learn you must spend more than you expected in order to fully exploit the software, not to mention the cost of a delayed or failed implementation. Consultants may not guarantee they can get the implementation done with the days they quote, but press them to be up front with what it really takes to get their system up and running throughout your business. Ask for specific examples of other similar projects and their implementation duration.
Resistance to Change
Culture shock is possibly the most difficult hurdle in an CRM rollout. Employees are resistant to change for a variety of reasons; usually rooted in some type of fear. They may be worried that their jobs are at risk or that they will be unable to learn the new system. Some may just be afraid of computers. Whatever the reasons; education is the answer. Try to let them see how the new system will benefit them personally. They may be less stressed because all the information they need is readily available; they may be less exposed to failure because they have greater control and access to online help. Once they see how their own lives will be easier, they will actually be excited about the new system.
Choosing the Wrong CRM System
Choosing the wrong CRM system can be devastating. Don’t be persuaded by a consultant that repeatedly says “Yes it will do that”. Ask them to show you. What can happen is the “yes it will do that” turns into “yes it will do that, but it will take more customising at extra cost”.
No Management Buy-in and People Aren’t Held Accountable
Management has to understand that all of the previously mentioned issues can be resolved when they accept the idea that a new CRM system is best for the organisation. It is imperative that management also buys into the implementation process, and supports the plan throughout the organisation. They must understand that “training the trainer” to cut costs is not a solid option, and pressing consultants for accuracy in implementation costs and educating employees on benefits of a new system is critical.
Everyone throughout the organisation must believe that management is completely behind the project and will take any necessary action to ensure success. Furthermore, management in smaller companies tends to be reluctant to holding people accountable for their performance. Even the best employees can lose their edge when they know they will never be held accountable for sub-standard performance and some less perfect employees will take serious advantage of such an environment. Sometimes, management must be prepared to make some tough decisions if an employee remains a roadblock to the project’s success.
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