Recession or otherwise, there is an imperative need for the creation and deliverance of business value within companies. Businesses constantly look for ways of creating efficiencies, increasing productivity, streamlining processes, and reducing waste. They need to achieve more with less people. They need to identify and implement solutions bringing maximum value, while minimizing or eliminating resource expenditure and sunken costs.
IT investments such as software solutions, web sites, portals and applications or a full-blown ERP system – help companies take control of their entire business with the eco-system addressing multiple needs. However, measuring and leveraging on ROI on IT investments continues to be a challenge for most.
Based on a CIO Insight Survey,
• Only 60% companies measure the business value of IT
• 62% find it difficult to calculate the ROI
• 52% say executives are "skeptical" of ROI results
• 45% say metrics don't adequately capture business value
Business Value Dials are financial measurements of business value that map to the bottom line of the company. For example: Expense avoidance, Revenue increase, Working capital, and Headcount management.
One crucial dimension (and business value dial) that companies often overlook is leveraging upon Usability of IT systems in order to improve ROI. Usability, if employed at the right time and in the right manner - can yield one or more of the following "measurable" benefits, directly contributing to the company's bottom line:
• Better market position
• Faster growth
• Greater operational efficiency
• Increased productivity
• Improved asset utilization
• Increased margin
To summarize, Usability benefits in monetary savings, productivity increase, sales increase from IT products, services and operations.
Does your business value dial include usability?
Thursday, September 16, 2010
Wednesday, September 8, 2010
Your Web - Your Reflection.
It's your Reflection.
Picture yourself at a public place. The way you dress, behave, speak, act is with the belief that hundreds of eyes are on you. More often than not, yes? And rightfully so. You're applying your thinking well in conducting yourself as a brand - your personal identity.
Let's borrow this philosophy and apply to your online business identity - your web site. The web site is always out at public places. To help comprehend this feature, think of your web as your child. You should want to dress it up, make it speak right, make it behave right, and make it perform right actions. The child *has to* inherit your features. That's nature. Does your web presence pass this *natural* test?
If the above argument has your attention, let's add a few points to how you can start your journey on realistic branding that will stand strong and grow over time.
- Define your business values and goals clearly.
- Discover moods and metaphors through association.
- Generate ideas and define a concept for your site.
- Create a visual language and design it (or get it designed).
Monday, July 12, 2010
Thursday, July 8, 2010
Friday, June 18, 2010
Thursday, June 17, 2010
Why great startups are often started in bad recessions
from a blog post on: www.forentrepreneurs.com by David Skok:
Around the years 1999 and 2000, the startup world was invaded by a range of newcomers that were attracted by the prospect of making a fast buck. They had seen all sorts of dot com companies with crazy business plans go public and get amazing valuations. In my opinion these newcomers were not really true entrepreneurs. They were not motivated by a powerful inner drive and passion to build something wonderful. They were motivated mostly by money. The net result were some of the worst startups we have seen.
When things changed in 2001 and the IPOs vanished, the startup world became a very tough survival environment. The visitors disappeared back to other jobs where they thought they could make more money. However the true entrepreneurs stayed. They battled the harsh funding environment even though they realized the chances of making money were slim. They did this because they were passionate about their ideas. Most had to live on substantial pay cuts. Not surprisingly many of the best startups were started in this kind of environment.
So if you are attracted to the world of startups, ask yourself this question: are you here because you are passionate about what you will be doing? Or are you here because you think this is a great way to make money? If it is the latter, I believe your motivations will have the effect of leading you to disappointment.
Around the years 1999 and 2000, the startup world was invaded by a range of newcomers that were attracted by the prospect of making a fast buck. They had seen all sorts of dot com companies with crazy business plans go public and get amazing valuations. In my opinion these newcomers were not really true entrepreneurs. They were not motivated by a powerful inner drive and passion to build something wonderful. They were motivated mostly by money. The net result were some of the worst startups we have seen.
When things changed in 2001 and the IPOs vanished, the startup world became a very tough survival environment. The visitors disappeared back to other jobs where they thought they could make more money. However the true entrepreneurs stayed. They battled the harsh funding environment even though they realized the chances of making money were slim. They did this because they were passionate about their ideas. Most had to live on substantial pay cuts. Not surprisingly many of the best startups were started in this kind of environment.
So if you are attracted to the world of startups, ask yourself this question: are you here because you are passionate about what you will be doing? Or are you here because you think this is a great way to make money? If it is the latter, I believe your motivations will have the effect of leading you to disappointment.
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