Posts tagged Time

Stop Procrastinating: It’s Time To Address Mobile SEO

Columnist Janet Driscoll Miller explains how to evaluate your mobile performance in organic search so that you can make the case for investing in mobile.

The post Stop Procrastinating: It’s Time To Address Mobile SEO appeared first on Search Engine Land.



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Stop Procrastinating: It’s Time To Address Mobile SEO – Search Engine Land


Search Engine Land
Stop Procrastinating: It's Time To Address Mobile SEO
Search Engine Land
Columnist Janet Driscoll Miller explains how to evaluate your mobile performance in organic search so that you can make the case for investing in mobile. Janet Driscoll Miller on January 22, 2015 at 9:15 am. More. mobile-seo-ss-1920. I know, I know. We

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What Time Is The State Of The Union? White House Uses SEO To Spread The Word

President Barack Obama will deliver his 2015 State of the Union at 6pm PT tonight. If you didn’t know the time, you might turn to Google or Bing for an answer. And there, the White House hopes to inform you through a special post it made to rank for that query. Right now, the State…



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Should Search Marketers Spend More Time Optimizing for Apps or Mobile Web?

A new study from the IAB shows that search marketers should consider a combination of both app and mobile Web usage in order to reach the most consumers.

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What’s the Best Way to Spend 30 Minutes of Your Time on Social Media Marketing? by @kevanlee

Social media management can be a full-time job, and even for those who do social along with any number of other tasks, social media marketing can still take 10 or more hours every week. So what would you do if you only had 30 minutes to spend on social media? How would you prioritize your tasks so you make the absolute most of your valuable time? I tend to find pockets of time throughout the day where I wish I could be as productive as possible in windows here and there. When a 30-minute window opens up, what should I be doing […]

The post What’s the Best Way to Spend 30 Minutes of Your Time on Social Media Marketing? by @kevanlee appeared first on Search Engine Journal.

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How Social Media Automation Can Cut Your Sharing Time in Half by @kevanlee

Imagine taking a week off at the beach while your social media profiles hummed along without missing a beat. One of the greatest social media superpowers you hold—as an individual, a brand, or an agency—is the ability to control time. With the right tool, you can post into the future so that the next two days, two weeks, or even two months are taken care of, no matter where you happen to be. Social media automation makes it possible to save time, stay flexible, and plan your online marketing strategy down to the very minute. It works for folks managing a single […]

The post How Social Media Automation Can Cut Your Sharing Time in Half by @kevanlee appeared first on Search Engine Journal.

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15 Signs That It’s Time to Start Really Expanding Your Startup

Guest author Scott Gerber is the founder of the Young Entrepreneurs Council.

Feel like a big fish in a small pond? Sales numbers healthy but not growing anymore? There are a lot of moving factors to weigh before you start seriously scaling your business. When should you pull the trigger and take things to the next level?

I asked 15 entrepreneurs from the YEC how they knew it was the right time to scale their businesses and why. See what they had to say, below.

When I Outgrew Old Goals

The timeline that I had set for myself when I originally started was hit in a shorter time period than I had anticipated, and I knew I had reached that point of being a “big fish in a small pond.” My goals were too big, my vision was too great and I knew I needed to expand and scale my business into something greater.

It’s just that simple. Once you’ve realized you’ve made your original goals too attainable by the standard you’ve set, then scale—expand, but make sure you have the right resources and funding to do so.

Rob Fulton, Exponential Black

When I Calculated My Efficiency Ratio

The efficiency ratio is calculated by dividing operational expense by revenue. A lower ratio demonstrates higher efficiency. When the ratio is low, demonstrating higher efficiency, I tend to initiate scaling.

Phil Chen, Systems Watch

When We Made Magic

At RTC, it took us eight years to refine our model because we were inventing an approach to our industry (book writing and thought leadership) that never existed. We had to invest significant time and energy to arrive at a model that loves our clients (authors/thought leaders) through their entire journey (writing, branding, publishing, community building, monetization).

Over the years we created a collaborative writing model, publishing house and design divisions. While our quality has always been good to great, earlier this year we started seeing our work become beautiful, magical. Then later this year, we became a HubSpot Agency Partner to solve for community building. Now it’s time to scale. My first step was to free my staff to do whatever it takes to create their most brilliant work.

Corey Blake, Round Table Companies

When We Reached 80 Percent Capacity

We scale a little before we feel we’re ready. If you wait till you feel 100 percent ready, the moment has likely already passed you by. First step: We add resources—both foreign and U.S. service companies—to scale. This has been easier and faster for us than going the employee route. The rule of thumb we use—when you’re at 80 percent capacity, scale up.

Joshua Lee, StandOut Authority

When We Had a Strong Financial Buffer

As an advocate of bootstrapping, I knew it was the right time to scale when we had more than enough funds to hire new team members and operate comfortably for the next few months even if sales took a sharp downturn. We made sure that we would never have to lay off anyone after hiring too aggressively, and knew our own limitations in terms of how quickly we could scale.

With this self-awareness, we avoided a lot of other problems overambitious entrepreneurs run into, which is excessively high burn rates and underwhelming growth. We want to build a business that has staying power, and have made enough mistakes in the past that we now know how to avoid them.

Firas Kittaneh, Amerisleep

When We Increased Monthly Sales Growth

We knew it was time to scale our business because we were running out of inventory all while having month over month sales growth. The first step we took was effectively starting to forecast, which we didn’t do prior, especially as a startup not knowing which bags would sell the best and at what volume.

We now look six to 12 months out and we start planning our manufacturing so we know what we’ll have on hand and when. We also make sure it’s reflective of our overall sales objectives for the coming year. It’s all about effective planning. That’s key.

Mark Samuel, Fitmark

When We Realized the Opportunity Cost Was Too High Not to Try

About 18 months into building Modify, I started to think about our growth and what could be next. We had a strong brand, a small but passionate fan base, some major licenses (Major League Baseball), distribution (Best Buy) and press (New York Times, Men’s Health), but we just weren’t scaling. And I realized that everyone on our team could be more successful if they worked elsewhere.

We had a nice foundation, but in a meeting, our entire team decided that we would rather aim high and flame out than not even try. After building consensus, our first step was to build an investment pitch deck that revolved around a vision that we could stand by. We had so much alignment that if an investor said she would give us money only if we followed our plan exactly, we would say yes. We then raised money!

Aaron Schwartz, Modify Watches

When We Didn’t Want to Lose First Mover Advantage

One of the best ways to know you’re ready for scale is when you start to notice competitors trying to shift into your space or offerings. You should start to scale more rapidly to not lose first mover advantage. It’s important to start scaling once you really understand your business in-depth and have the systems in place to run smoothly even at larger growth.

Once we determined we were ready for scale, we raised additional capital to grow our resources and bandwidth so that we could pursue larger market share and solidify our position in the market with our unique offerings.

Doreen Bloch, Poshly

When We Had to Turn Down Potential Business Opportunities

We otherwise would have accepted this business, but our resources were engaged and we wanted to associate ourselves with good brands and interesting projects. We also discovered that the pain points we address are the same across state boundaries. We knew if we could replicate our model in two different cities in different states, then we were onto something. We knew it was time to scale.

Jyot Singh, RTS Labs

When We Reached a Point of Comfort

Our user experience was fantastic and our processes were in line. At this stage of our product, we realized it was time to scale. We began by building our team and putting the right hires in place. We focus on bringing in those that can both lead a team and help build our infrastructure.

George Bousis, Raise Marketplace

When We Were Able to Define a Repeatable Sales Model

Once you’ve taken an entire sale from prospect to close in a predictable and controlled fashion, you’re ready to teach that model to multiple salespeople, partners, resellers, or automate it. When we landed our first Fortune 500 company via intentional efforts, we realized that this model can be repeated by others many times over. We hired a number of salespeople and empowered a number of partners to do so and started to see the process grow faster than linearly.

Brennan White, Cortex

When Sales Growth Stalled

When my business started to hit ceilings and generate similar sales from previous quarters, I knew it was time to scale. When it comes to scaling a business, my approach has always been the same—to grow the business by becoming a stronger brand.

The first step was finding the right person for the job. I hired an employee with experience in branding and made sure to hire someone with experience in the social media marketing, content marketing and public relations. Upon hiring who I felt best fit my requirements, I explained the situation and the goals and worked on creating a plan of action and a timeline, allowing us to work on everything step by step and move forward.

Stanley Meytin, True Film Production

When Successful Realtors Wanted to Join Us

We knew that a franchise model was a logical next step because we were constantly getting inquiries from successful brokers who wanted to know more about our model. When we chose our first franchisee, we deliberately aligned ourselves with a professional who had a solid reputation for ethics and high performance. That’s a strategy we’ve used in every market we enter.

Kuba Jewgieniew, Realty ONE Group

When We Noticed Healthy Customer Traction

Don’t wait until you have a huge customer base to reinvest in your business. Scaling can mean different things to different people, but early on, we knew to keep investing in our business. This doesn’t happen instantly or at a specific point in time, but I think you can say: If you’re getting customer traction, they’re paying for it, they’re happy and they’re continuing to use your product, then keep investing.

Then you can scale in different ways, like raising your first investment round. Those investors will want to see that customer traction. Then you start scaling in terms of adding salespeople or building more product.

Kristine Steuart, Allocadia

When We Had Proof of Concept and a Scaleable Infrastructure

In order for it to make sense to scale, you need to know that there are enough buyers for your product, so you should start by determining the addressable market. When we started Yodle, it was always our goal to scale because we knew we had a large addressable market—small business owners.

We knew that the time was right when we had a product that could scale. Don’t try to go big on a minimum viable product. Before you decide to scale your business, ask yourself, “Do I have proof of concept? Have I proved that the product will sell? Do I have the infrastructure in place to scale?”

Ben Rubenstein, Yodle

Lead image by JD Hancock

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The 5 Most Spammy, Lame SEO Tactics of all Time – Tech Cocktail


Tech Cocktail
The 5 Most Spammy, Lame SEO Tactics of all Time
Tech Cocktail
As we all know, the fundamental objective of SEO in the past was to trick the search engines into giving a website better rankings. This was usually done for a very narrow set of high search volume keywords. Search engine optimization used to be a
5 Things Your SEO Strategy Needs to Focus on Entering 2015Huffington Post
7 Easy Steps To Optimize Your Website For SEOBusiness 2 Community
The 4 Most Difficult Parts of SEO Broken DownAllBusiness (blog)
Marketing Land -Chief Marketer -Samuel Scott (blog)
all 33 news articles »

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Big Data Source Code: Getting Better All The Time

Not only is most Big Data infrastructure open source, but it’s also better, on average, than proprietary software. While the average Java project boasts an acceptable 2.72 defect density rate (defects per 1,000 lines of code), roughly 62% of the Big Data projects scanned by Coverity were even better with lower DDRs.

See also: Why Your Company Needs To Write More Open-Source Software

Not content to rest on their high-quality laurels, Big Data’s open source elite have significantly improved code quality since last year, according to a new report released by Coverity. Pity the poor proprietary vendors that have tried to keep pace with open source innovation in Big Data infrastructure.

Bigger … And Better

It’s no secret that open source dominates Big Data software. In fact, open source dominates all infrastructure software today, as Cloudera co-founder Mike Olson declares:

[For years we’ve witnessed] a stunning and irreversible trend in enterprise infrastructure. If you’re operating a data center, you’re almost certainly using an open source operating system, database, middleware and other plumbing. No dominant platform-level software infrastructure has emerged in the last ten years in closed-source, proprietary form.

Part of the reason is that developers increasingly rule the enterprise, and want the speed and flexibility that open source affords.

But part of it comes down to rising trust in the quality of open-source software.

On average, open-source software now exceeds proprietary software code quality, according to a 2013 Coverity report analyzing thousands of open source and proprietary code bases. And while open source’s Big Data elite still have a ways to go—a DDR of 1.0 or less is considered industry standard for good quality, with Linux coming in at 1.0 and most open source C/C++ projects averaging a .59 DDR—it’s impressive that as they grow they keep getting better. 

Source: Coverity 2014
  • Since the 2013 Coverity scan, Hadoop has improved from a 1.71 defect density rate to 1.67, despite adding hundreds of thousands of lines of code. Significantly, this improved DDR involved squashing a number of concurrent data access violations, null pointer dereferences and resource leaks: HBase added 200,000 lines of code yet lowered its DDR to 2.22 (from 2.33); and
  • Cassandra dropped to a DDDR of 1.61 from 1.95. As with Hadoop, this has involved  eliminating a range of null pointer dereferences and resource leaks.

While it would be interesting to see these Big Data projects tackling the volume of defects, it’s even more impressive how these communities have taken on some of the most serious issues. Indeed, the top three most commonly fixed issues were some of the most serious: null pointer dereferences, resource leaks and concurrent data access violations.

As the report notes, these Big Data projects fixed nearly 50% of the resource leaks, a rate consistent with the level Coverity finds in C/C++ projects. But over the 2013 Java resource leaks found by Coverity’s report, only 13% were addressed by 2014. 

It Takes A Community

Of course every project—proprietary or open source—tries to squash its bugs. That’s par for the course. But these open source Big Data projects have something going for them that no proprietary code can match:

Community.

It’s easy to point to things like the Shellshock exploit as a failure of open source community. But this misses the point of open source. 

Open source isn’t necessarily about crafting better code from the outset, though there is significant motivation to release high-quality code when you know others could be reviewing it. Rather, open source enables discovery of problems and then communal iteration to resolve them.

As Simon Phipps writes, sometimes it’s enough simply for a community to be able to spot the source of a problem after it has happened:

The big difference [between proprietary and open-source software]? We would likely never know they applied [with proprietary software]. Closed development by unknown teams hidden behind corporate PR would seek to hide the truth, as well as prevent anyone from properly analyzing the issue once it became known.

In the case of open-source Big Data projects, entire industries are being reshaped by data, data stored, moved or analyzed by Hadoop, MongoDB (my former employer, BTW), Spark, Cassandra and other open-source projects. Those industries have a huge, vested interest in making sure these projects continue to get better and better. 

Which is why it’s time for every company to become an open-source company, helping to build the software upon which every organization increasingly depends. 

Lead image courtesy of Shutterstock

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Getting Fit Is A Race Against Time

ReadWriteBody is an ongoing series where ReadWrite covers networked fitness and the quantified self. This week, it is presented by Fitbit.

Take more steps! Work out more! Get more sleep!

That’s the cascade of haranguing advice you get when you start tackling your health. There are plenty of trackers and apps that will measure your activity and give you reports. None of them seem to acknowledge the hard limits of the clock.

So how do you move the needle on fitness while acknowledging all of your obligations at work and home? I’ve tried a lot of different tactics, from using a treadmill desk to tracking steps. My conclusion: The changes that last are the ones you fit into your existing schedule. For me, that’s doing phone calls in the morning while walking to work, or upping the intensity of my workouts rather than trying to get into the gym more frequently.

Maybe you can take that phone call while taking a walk.

There is a role for software and hardware here: A step counter, whether it’s a wristband or an app that uses your smartphone’s GPS, can verify that you’ve actually moved more from one day to the next. More advanced wearable devices will actually read your heart rate, which is a better proxy for effort, and there are even more advanced sensors on the way.

I recently got a chance to test the Fitbit Charge, a new fitness tracker out now, and with Fitbit’s help, made a video about my experiences in squeezing more fitness into the average day. Please share your own strategies in the comments.

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