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  • How to Hashtag (Without Being #Annoying)

    - by Mike Stiles
    The right tool in the wrong hands can be a dangerous thing. Giving a chimpanzee a chain saw would not be a pretty picture. And putting Twitter hashtags in the hands of social marketers who were never really sure how to use them can be equally unattractive. Boiled down, hashtags are for search and organization of tweets. A notch up from that, they can also be used as part of a marketing strategy. In terms of search, if you’re in the organic apple business, you want anyone who searches “organic” on Twitter to see your posts about your apples. It’s keyword tactics not unlike web site keyword search tactics. So get a clear idea of what keywords are relevant for your tweet. It’s reasonable to include #organic in your tweet. Is it fatal if you don’t hashtag the word? It depends on the person searching. If they search “organic,” your tweet’s going to come up even if you didn’t put the hashtag in front of it. If the searcher enters “#organic,” your tweet needs the hashtag. Err on the side of caution and hashtag it so it comes up no matter how the searcher enters it. You’ll also want to hashtag it for the second big reason people hashtag, organization. You can follow a hashtag. So can the rest of the Twitterverse. If you’re that into organic munchies, you can set up a stream populated only with tweets hashtagged #organic. If you’ve established a hashtag for your brand, like #nobugsprayapples, you (and everyone else) can watch what people are tweeting about your company. So what kind of hashtags should you include? They should be directly related to the core message of your tweet. Ancillary or very loosely-related hashtags = annoying. Hashtagging your brand makes sense. Hashtagging your core area of interest makes sense. Creating a specific event or campaign hashtag you want others to include and spread makes sense (the burden is on you to promote it and get it going). Hashtagging nearly every word in the tweet is highly annoying. Far and away, the majority of hashtagged words in such tweets have no relevance, are not terms that would be searched, and are not terms needed for categorization. It looks desperate and spammy. Two is fine. One is better. And it is possible to tweet with --gasp-- no hashtags! Make your hashtags as short as you can. In fact, if your brand’s name really is #nobugsprayapples, you’re burning up valuable, limited characters and risking the inability of others to retweet with added comments. Also try to narrow your topic hashtag down. You’ll find a lot of relevant users with #organic, but a lot of totally uninterested users with #food. Just as you can join online forums and gain credibility and a reputation by contributing regularly to that forum, you can follow hashtagged topics and gain the same kind of credibility in your area of expertise. Don’t just parachute in for the occasional marketing message. And if you’re constantly retweeting one particular person, stop it. It’s kissing up and it’s obvious. Which brings us to the king of hashtag annoyances, “hashjacking.” This is when you see what terms are hot and include them in your marketing tweet as a hashtag, even though it’s unrelated to your content. Justify it all you want, but #justinbieber has nothing to do with your organic apples. Equally annoying, piggybacking on a popular event’s hashtag to tweet something not connected to the event. You’re only fostering ill will and mistrust toward your account from the people you’ve tricked into seeing your tweet. Lastly, don’t @ mention people just to make sure they see your tweet. If the tweet’s not for them or about them, it’s spammy. What I haven’t covered is use of the hashtag for comedy’s sake. You’ll see this a lot and is a matter of personal taste. No one will search these hashtagged terms or need to categorize then, they’re just there for self-expression and laughs. Twitter is, after all, supposed to be fun.  What are some of your biggest Twitter pet peeves? #blogsovernow

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  • How do I add a toolbar to a region with ExtJS

    - by gargantaun
    I have a border layout in ExtJS, The north region contains some HTML, but also needs to contain a toolbar like this... So i've managed to get the border layout set up, added the html to the North Region of the layout, but I can't find any workable examples of how to implement a tool bar. I have found lot's of examples of toolbars on their own, but I've not got the luxury or learning ExtJs thoroughly so it's all greek to me. I suspect there's a way to define a tool bar outside of the cumbersome JSON style flow of creating a layout and somehow attaching it to the region, and I'm hoping it's relativley simple to do. If someone can explain how I'd do this, it would really help. Here's the code so far... //make sure YOUR path is correct to this image!! Ext.BLANK_IMAGE_URL = '../../ext-2.0.2/resources/images/default/s.gif'; //this runs on DOM load - you can access all the good stuff now. Ext.onReady(function(){ var viewport = new Ext.Viewport({ layout: "border", border: false, renderTo: Ext.getBody(), items: [ // ------------------------------------------------------------------ { region: "north", id : "toolbar-area", xtype: 'panel', html: [ "<div id=\"html-header\">", "<div id=\"council-logo\"></div>", "<ul id=\"ancillary-menu\">", "<li><a href=\"#\">Logout</a></li>", "<li><a href=\"#\">Gazeteer Home</a></li>", "<li>Hello Rachel</li>", "</ul>", "<img id=\"inteligent-logo\" src=\"applied-images/logos/inteligent.gif\">", "</div>" ], /* ++++++++++++++++++++++++++++++++++++++++++++ */ /* The toolbar needs to go around here.... */ /* ++++++++++++++++++++++++++++++++++++++++++++ */ height: 100 }, // ------------------------------------------------------------------ // WEST // ------------------------------------------------------------------ { region: 'west', xtype: 'panel', split: true, resizeable: false, maxWidth : 350, minWidth : 349, collapsible: true, title: 'Gazetteer Explorer', width: 350, minSize: 150, // -------------------------------------------------------------- title: 'Nested Layout', layout: 'border', border: false, id: "west", items: [ { // *********************************************** // Search Form // *********************************************** region : "north", height: 300, split : true, id : "left-form-panel", items : [{ xtype : "form", id : "search-form", items : [ // Authority combo box // =============================== { xtype : "combo", fieldLabel : "Authority", name : "authority", hiddenName : "authority", id : "authority-combo" }, // =============================== // Search Fieldset // =============================== { xtype : "fieldset", autoHeight : true, title : "Search by...", id : "search-fieldset", items : [ // Ref Number text Box // %%%%%%%%%%%%%%%% { xtype : "textfield", name : "ref-number", fieldLabel : "Ref. Number", id : "ref-number-textfield" }, // %%%%%%%%%%%%%%%% // Streetname Combo // %%%%%%%%%%%%%%% { xtype : "combo", name : "street-name", hiddenName : "street-name", fieldLabel : "Street Name", id : "street-name-combo" }, // %%%%%%%%%%%%%%%% // Postcode Combo // %%%%%%%%%%%%%%%% { xtype : "combo", name : "postcode", hiddenName : "postcode", fieldLabel : "Postcode", id : "postcode-combo" }, // %%%%%%%%%%%%%%%% // Postcode Combo // %%%%%%%%%%%%%%%% { xtype : "combo", name : "town", hiddenName : "town", fieldLabel : "Town", id : "towm-combo" }, // %%%%%%%%%%%%%%%% // Postcode Combo // %%%%%%%%%%%%%%%% { xtype : "combo", name : "locality", hiddenName : "locality", fieldLabel : "Locality", id : "locality-combo" }, // %%%%%%%%%%%%%%% // Search Button // %%%%%%%%%%%%%%%% { xtype : "button", text : "Search", id : "search-button" }, // Reset Button // %%%%%%%%%%%%%%% { xtype : "button", text : "Reset", id : "reset-button" } ] }, // ======================= ] }] // ********************************************* }, { region: 'center', html: 'Tree view goes here' } ] }, // ------------------------------------------------------------------ { region: 'center', xtype: 'panel', // -------------------------------------------------------------- layout: 'border', border: false, items: [ { region: 'center', height: 200, split: true, html: 'Map goes here' }, { region: 'south', title: "Selection", split: true, height: 200, collapsible: true, html: 'Nested Center' } ] }, // ------------------------------------------------------------------ { region: 'east', }, // ------------------------------------------------------------------ { region: 'south', }] }); }); Sorry there's so much code, but ExtJS makes me scared to touch anything that's working.

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  • Dynamically loading modules in Python (+ threading question)

    - by morpheous
    I am writing a Python package which reads the list of modules (along with ancillary data) from a configuration file. I then want to iterate through each of the dynamically loaded modules and invoke a do_work() function in it which will spawn a new thread, so that the code runs in a separate thread. At the moment, I am importing the list of all known modules at the beginning of my main script - this is a nasty hack I feel, and is not very flexible, as well as being a maintenance pain. This is the function that spawns the threads. I will like to modify it to dynamically load the module when it is encountered. The key in the dictionary is the name of the module containing the code: def do_work(work_info): for (worker, dataset) in work_info.items(): #import the module defined by variable worker here... t = threading.Thread(target=worker.do_work, args=[dataset]) # I'll NOT dameonize since spawned children need to clean up on shutdown # Since the threads will be holding resources #t.daemon = True t.start() Question 1 When I call the function in my script (as written above), I get the following error: AttributeError: 'str' object has no attribute 'do_work' Which makes sense, since the dictionary key is a string (name of the module to be imported). When I add the statement: import worker before spawning the thread, I get the error: ImportError: No module named worker This is strange, since the variable name rather than the value it holds are being used - when I print the variable, I get the value (as I expect) whats going on? Question 2 As I mentioned in the comments section, I realize that the do_work() function written in the spawned children needs to cleanup after itself. My understanding is to write a clean_up function that is called when do_work() has completed successfully, or an unhandled exception is caught - is there anything more I need to do to ensure resources don't leak or leave the OS in an unstable state? Question 3 If I comment out the t.daemon flag statement, will the code stil run ASYNCHRONOUSLY?. The work carried out by the spawned children are pretty intensive, and I don't want to have to be waiting for one child to finish before spawning another child. BTW, I am aware that threading in Python is in reality, a kind of time sharing/slicing - thats ok Lastly is there a better (more Pythonic) way of doing what I'm trying to do?

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  • Persistence scheme & state data for low memory situations (iphone)

    - by Robin Jamieson
    What happens to state information held by a class's variable after coming back from a low memory situation? I know that views will get unloaded and then reloaded later but what about some ancillary classes & data held in them that's used by the controller that launched the view? Sample scenario in question: @interface MyCustomController: UIViewController { ServiceAuthenticator *authenticator; } -(id)initWithAuthenticator:(ServiceAuthenticator *)auth; // the user may press a button that will cause the authenticator // to post some data to the service. -(IBAction)doStuffButtonPressed:(id)sender; @end @interface ServiceAuthenticator { BOOL hasValidCredentials; // YES if user's credentials have been validated NSString *username; NSString *password; // password is not stored in plain text } -(id)initWithUserCredentials:(NSString *)username password:(NSString *)aPassword; -(void)postData:(NSString *)data; @end The app delegate creates the ServiceAuthenticator class with some user data (read from plist file) and the class logs the user with the remote service. inside MyAppDelegate's applicationDidFinishLaunching: - (void)applicationDidFinishLaunching:(UIApplication *)application { ServiceAuthenticator *auth = [[ServiceAuthenticator alloc] initWithUserCredentials:username password:userPassword]; MyCustomController *controller = [[MyCustomController alloc] initWithNibName:...]; controller.authenticator = auth; // Configure and show the window [window addSubview:..]; // make everything visible [window makeKeyAndVisible]; } Then whenever the user presses a certain button, 'MyCustomController's doStuffButtonPressed' is invoked. -(IBAction)doStuffButtonPressed:(id)sender { [authenticator postData:someDataFromSender]; } The authenticator in-turn checks to if the user is logged in (BOOL variable indicates login state) and if so, exchanges data with the remote service. The ServiceAuthenticator is the kind of class that validates the user's credentials only once and all subsequent calls to the object will be to postData. Once a low memory scenario occurs and the associated nib & MyCustomController will get unloaded -- when it's reloaded, what's the process for resetting up the 'ServiceAuthenticator' class & its former state? I'm periodically persisting all of the data in my actual model classes. Should I consider also persisting the state data in these utility style classes? Is that the pattern to follow?

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  • Squid refresh_pattern won't cache "Expires: ..."

    - by Marcelo Cantos
    Background I frequent the OpenGL ES documentation site at http://www.khronos.org/opengles/sdk/1.1/docs/man/. Even though the content is completely static, it seems to force a reload on every single page I visit, which is very annoying. I have a squid 3.0 proxy set up (apt-get install squid3 on Ubuntu 10.04), and I added a refresh_pattern to force the pages to cache: refresh_pattern ^http://www.khronos.org/opengles/sdk/1\.1/docs/man/ … 1440 20% 10080 … override-expire ignore-reload ignore-no-cache ignore-private ignore-no-store This is all on one line, of course. While this appears to work for the XHTML documents (e.g., glBindTexture), it fails to cache the linked content, such as the DTD, some .ent files (?) and some XSL files. The delay in fetching these extra files delays rendering of the main document, so my principal annoyance isn't fixed. The only difference I can glean with these ancillary files is that they come with an Expires: header set to the current time, whereas the XHTML document has none. But I would have expected the override-expire option to fix this. I have confirmed that documents have the same base URL. I have also truncated the pattern to varying degrees, with no effect. My questions Why does the override-expire option not seem to work? Is there a simple way to tell squid to unconditionally cache a document, no matter what it finds in the response headers? (Hopefully) relevant output cache.log Jan 01 10:33:30 1970/06/25 21:18:27| Processing Configuration File: /etc/squid3/squid.conf (depth 0) Jan 01 10:33:30 1970/06/25 21:18:27| WARNING: use of 'override-expire' in 'refresh_pattern' violates HTTP Jan 01 10:33:30 1970/06/25 21:18:27| WARNING: use of 'ignore-reload' in 'refresh_pattern' violates HTTP Jan 01 10:33:30 1970/06/25 21:18:27| WARNING: use of 'ignore-no-cache' in 'refresh_pattern' violates HTTP Jan 01 10:33:30 1970/06/25 21:18:27| WARNING: use of 'ignore-no-store' in 'refresh_pattern' violates HTTP Jan 01 10:33:30 1970/06/25 21:18:27| WARNING: use of 'ignore-private' in 'refresh_pattern' violates HTTP Jan 01 10:33:30 1970/06/25 21:18:27| DNS Socket created at 0.0.0.0, port 37082, FD 10 Jan 01 10:33:30 1970/06/25 21:18:27| Adding nameserver 192.168.1.1 from /etc/resolv.conf Jan 01 10:33:30 1970/06/25 21:18:27| Accepting HTTP connections at 0.0.0.0, port 3128, FD 11. Jan 01 10:33:30 1970/06/25 21:18:27| Accepting ICP messages at 0.0.0.0, port 3130, FD 13. Jan 01 10:33:30 1970/06/25 21:18:27| HTCP Disabled. Jan 01 10:33:30 1970/06/25 21:18:27| Loaded Icons. Jan 01 10:33:30 1970/06/25 21:18:27| Ready to serve requests. access.log Jun 25 21:19:35 2010.710 0 192.168.1.50 TCP_MEM_HIT/200 2452 GET http://www.khronos.org/opengles/sdk/1.1/docs/man/glBindTexture.xml - NONE/- text/xml Jun 25 21:19:36 2010.263 543 192.168.1.50 TCP_MISS/304 322 GET http://www.khronos.org/opengles/sdk/1.1/docs/man/xhtml1-transitional.dtd - DIRECT/74.54.224.215 - Jun 25 21:19:36 2010.276 556 192.168.1.50 TCP_MISS/304 370 GET http://www.khronos.org/opengles/sdk/1.1/docs/man/mathml.xsl - DIRECT/74.54.224.215 - Jun 25 21:19:36 2010.666 278 192.168.1.50 TCP_MISS/304 322 GET http://www.khronos.org/opengles/sdk/1.1/docs/man/xhtml-lat1.ent - DIRECT/74.54.224.215 - Jun 25 21:19:36 2010.958 279 192.168.1.50 TCP_MISS/304 322 GET http://www.khronos.org/opengles/sdk/1.1/docs/man/xhtml-symbol.ent - DIRECT/74.54.224.215 - Jun 25 21:19:37 2010.251 276 192.168.1.50 TCP_MISS/304 322 GET http://www.khronos.org/opengles/sdk/1.1/docs/man/xhtml-special.ent - DIRECT/74.54.224.215 - Jun 25 21:19:37 2010.332 0 192.168.1.50 TCP_IMS_HIT/304 316 GET http://www.khronos.org/opengles/sdk/1.1/docs/man/ctop.xsl - NONE/- text/xml Jun 25 21:19:37 2010.332 0 192.168.1.50 TCP_IMS_HIT/304 316 GET http://www.khronos.org/opengles/sdk/1.1/docs/man/pmathml.xsl - NONE/- text/xml store.log Jun 25 21:19:36 2010.263 RELEASE -1 FFFFFFFF D3056C09B42659631A65A08F97794E45 304 1277464776 -1 1277464776 unknown -1/0 GET http://www.khronos.org/opengles/sdk/1.1/docs/man/xhtml1-transitional.dtd Jun 25 21:19:36 2010.276 RELEASE -1 FFFFFFFF 9BF7F37442FD84DD0AC0479E38329E3C 304 1277464776 -1 1277464776 unknown -1/0 GET http://www.khronos.org/opengles/sdk/1.1/docs/man/mathml.xsl Jun 25 21:19:36 2010.666 RELEASE -1 FFFFFFFF 7BCFCE88EC91578C8E2589CB6310B3A1 304 1277464776 -1 1277464776 unknown -1/0 GET http://www.khronos.org/opengles/sdk/1.1/docs/man/xhtml-lat1.ent Jun 25 21:19:36 2010.958 RELEASE -1 FFFFFFFF ECF1B24E437CFAA08A2785AA31A042A0 304 1277464777 -1 1277464777 unknown -1/0 GET http://www.khronos.org/opengles/sdk/1.1/docs/man/xhtml-symbol.ent Jun 25 21:19:37 2010.251 RELEASE -1 FFFFFFFF 36FE3D76C80F0106E6E9F3B7DCE924FA 304 1277464777 -1 1277464777 unknown -1/0 GET http://www.khronos.org/opengles/sdk/1.1/docs/man/xhtml-special.ent Jun 25 21:19:37 2010.332 RELEASE -1 FFFFFFFF A33E5A5CCA2BFA059C0FA25163485192 304 1277462871 1221139523 1277462871 text/xml -1/0 GET http://www.khronos.org/opengles/sdk/1.1/docs/man/ctop.xsl Jun 25 21:19:37 2010.332 RELEASE -1 FFFFFFFF E2CF8854443275755915346052ACE14E 304 1277462872 1221139523 1277462872 text/xml -1/0 GET http://www.khronos.org/opengles/sdk/1.1/docs/man/pmathml.xsl

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  • Dynamically loading modules in Python (+ multi processing question)

    - by morpheous
    I am writing a Python package which reads the list of modules (along with ancillary data) from a configuration file. I then want to iterate through each of the dynamically loaded modules and invoke a do_work() function in it which will spawn a new process, so that the code runs ASYNCHRONOUSLY in a separate process. At the moment, I am importing the list of all known modules at the beginning of my main script - this is a nasty hack I feel, and is not very flexible, as well as being a maintenance pain. This is the function that spawns the processes. I will like to modify it to dynamically load the module when it is encountered. The key in the dictionary is the name of the module containing the code: def do_work(work_info): for (worker, dataset) in work_info.items(): #import the module defined by variable worker here... # [Edit] NOT using threads anymore, want to spawn processes asynchronously here... #t = threading.Thread(target=worker.do_work, args=[dataset]) # I'll NOT dameonize since spawned children need to clean up on shutdown # Since the threads will be holding resources #t.daemon = True #t.start() Question 1 When I call the function in my script (as written above), I get the following error: AttributeError: 'str' object has no attribute 'do_work' Which makes sense, since the dictionary key is a string (name of the module to be imported). When I add the statement: import worker before spawning the thread, I get the error: ImportError: No module named worker This is strange, since the variable name rather than the value it holds are being used - when I print the variable, I get the value (as I expect) whats going on? Question 2 As I mentioned in the comments section, I realize that the do_work() function written in the spawned children needs to cleanup after itself. My understanding is to write a clean_up function that is called when do_work() has completed successfully, or an unhandled exception is caught - is there anything more I need to do to ensure resources don't leak or leave the OS in an unstable state? Question 3 If I comment out the t.daemon flag statement, will the code stil run ASYNCHRONOUSLY?. The work carried out by the spawned children are pretty intensive, and I don't want to have to be waiting for one child to finish before spawning another child. BTW, I am aware that threading in Python is in reality, a kind of time sharing/slicing - thats ok Lastly is there a better (more Pythonic) way of doing what I'm trying to do? [Edit] After reading a little more about Pythons GIL and the threading (ahem - hack) in Python, I think its best to use separate processes instead (at least IIUC, the script can take advantage of multiple processes if they are available), so I will be spawning new processes instead of threads. I have some sample code for spawning processes, but it is a bit trivial (using lambad functions). I would like to know how to expand it, so that it can deal with running functions in a loaded module (like I am doing above). This is a snippet of what I have: def do_mp_bench(): q = mp.Queue() # Not only thread safe, but "process safe" p1 = mp.Process(target=lambda: q.put(sum(range(10000000)))) p2 = mp.Process(target=lambda: q.put(sum(range(10000000)))) p1.start() p2.start() r1 = q.get() r2 = q.get() return r1 + r2 How may I modify this to process a dictionary of modules and run a do_work() function in each loaded module in a new process?

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  • linux script, standard directory locations.

    - by Thingomy
    I am trying to write a bash script to do a task, I have done pretty well so far, and have it working to an extent, but I want to set it up so it's distributable to other people, and will be opening it up as open source, so I want to start doing things the "conventional" way. Unfortunately I'm not all that sure what the conventional way is. Ideally I want a link to an in depth online resource that discusses this and surrounding topics in depth, but I'm having difficulty finding keywords that will locate this on google. At the start of my script I set a bunch of global variables that store the names of the dirs that it will be accessing, this means that I can modify the dir's quickly, but this is programming shortcuts, not user shortcuts, I can't tell the users that they have to fiddle with this stuff. Also, I need for individual users' settings not to get wiped out on every upgrade. Questions: Name of settings folder: ~/.foo/ -- this is well and good, but how do I keep my working copy and my development copy separate? tweek the reference in the source of the dev version? If my program needs to maintain and update library of data (gps tracklog data in this case) where should this directory be? the user will need to access some of this data, but it's mostly for internal use. I personally work in cygwin, and I like to keep this data on separate drive, so the path is wierd, I suspect many users could find this. for a default however I'm thinking ~/gpsdata/ -- would this be normal, or should I hard code a system that ask the user at first run where to put it, and stores this in the settings folder? whatever happens I'm going ot have to store the directory reference in a file in the settings folder. The program needs a data "inbox" that is a folder that the user can dump files, then run the script to process these files. I was thinking ~/gpsdata/in/ ?? though there will always be an option to add a file or folder to the command line to use that as well (it processed files all locations listed, including the "inbox") Where should the script its self go? it's already smart enough that it can create all of it's ancillary/settings files (once I figure out the "correct" directory) if run with "./foo --setup" I could shove it in /usr/bin/ or /bin or ~/.foo/bin (and add that to the path) what's normal? I need to store login details for a web service that it will connect to (using curl -u if it matters) plan on including a setting whereby it asks for a username and password every execution, but it currently stores it plane text in a file in ~/.foo/ -- I know, this is not good. The webservice (osm.org) does support oauth, but I have no idea how to get curl to use it -- getting curl to speak to the service in the first place was a hack. Is there a simple way to do a really basic encryption on a file like this to deter idiots armed with notepad? Sorry for the list of questions, I believe they are closely related enough for a single post. This is all stuff that stabbing at, but would like clarification/confirmation over.

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  • Understanding the value of Customer Experience & Loyalty for the Telecommunications Industry

    - by raul.goycoolea
    Worried by economic woes and market forces, especially in mature markets, communications service providers (CSPs) increasingly focus on improving customer experience. In fact, it seems difficult to find a major message by a C-level executive in the developed world that does not include something on "meeting and exceeding customers' needs". Frequently in customer satisfaction studies by prominent firms, CSPs fall short of the leadership demonstrated by other industries that take customer-centric approaches to their bottom-line strategies. Consider the following:Despite the continued impact of global economic crisis, in July 2010, Apple Computer posted record revenue and net quarterly profit. Those who attribute the results primarily to the iPhone 4 launch should note that Apple also shipped around 30% more Macintosh computers than the same period the previous year. Even sales of the iPod line increased by 8% in a highly commoditized, shrinking media player market. Finally, Apple began selling iPads during the quarter, with total sales of more than 3 million units. What does Apple have that the others lack? Well, some great products (and services) to be sure, but it also excels at customer service and support, marketing, and distribution, and has one of the strongest brands globally. Its products are useful, simple to use, easy to acquire and augment, high quality, and considered very cool. They also evoke such an emotional response from many of Apple's customers, which they turn up their noses at competitive products.In other words, Apple appears to have mastered virtually every aspect of customer experience and the resultant loyalty of its customer base - even in difficult financial times. Through that unwavering customer focus, Apple continues to drive its revenues and profits to new heights. Other customer loyalty leaders like Wal-Mart, Google, Toyota and Honda are also doing well by focusing on customer experience as an essential driver of profitability. Service providers should note this performance and ask themselves how they might leverage the same principles to increase their own profitability. After all, that is what customer experience and loyalty are all about: profitability.To successfully manage all the critical touch points of customer experience, CSPs must shun the one-size-fits-all approach. They can no longer afford to view customer service fundamentally as an act of altruism - which mentality dates back to the industry's civil service days, when CSPs were typically government organizations that were critical to economic development and public safety.As regulators and public officials have pushed, and continue to push, service providers to new heights of reliability - using incentives and punishments - most CSPs already have some of the fundamental building blocks of customer service in place. Yet despite that history and experience, service providers still lag other industries in providing what is seen as good customer service.As we observed in the TMF's 2009 Insights Research report, Customer Experience Management: Driving Loyalty & Profitability there has been resurgence in interest by CSPs. More and more of them have stated ambitions to catch up other industries, and they are realizing that good customer service is a powerful strategy for increasing business performance and profitability, not an act of good will.CSPs are recognizing the connection between customer experience and profitability, as demonstrated in many studies. For example, according to research by Bain & Company, a 5 percent improvement in customer retention rates can yield as much as a 75 percent increase in profits for companies across a range of industries.After decades of customer experience strategy formulation, Bain partner and business author, Frederick Reichheld, considers "would you recommend us to a friend?" as the ultimate question for a customer. How many times have you or your friends recommended an iPod, iPhone or a Mac? What do your children recommend to their peers? Their peers to them?There are certain steps service providers have to take to create more personalized relationships with their customers, as well as reduce churn and increase profitability, all while becoming leaner and more agile. First, they have to define customer experience, we define it as the result of the sum of observations, perceptions, thoughts and feelings arising from interactions and relationships between customers and their service provider(s). Virtually every customer touch point - whether directly or indirectly linked to service providers and their partners - contributes to customer perception, satisfaction, loyalty, and ultimately profitability. Gaining leadership in customer experience and satisfaction will not be a simple task, as it is affected by virtually every customer-facing aspect of the service provider, and in turn impacts the service provider deeply - especially on the all-important bottom line. The scope of issues affecting customer experience is complex and dynamic.With new services, devices and applications extending the basis of customer experience to domains beyond the direct control of the service provider, it is likely to increase in complexity and dynamism.Customer loyalty = increased profitsAs stated earlier, customer experience programs are not fundamentally altruistic exercises, but a strategic means of improving competitiveness and profitability in the short and long term. Loyalty is essential to deriving long term profits from customers.Some of the earliest loyalty programs date back to the 1930s, when packaged goods companies offered embedded coupons for rewards to buyers, and eventually retail chains began offering reward programs to frequent shoppers. These programs continued for decades but were leapfrogged in the 1980s by more aggressive programs from the airlines.This movement was led by American Airlines, which launched the first full-scale loyalty marketing program of the modern era with the AAdvantage frequent flyer scheme. It was the first to reward frequent fliers with notional air miles that could be accumulated and later redeemed for free travel. Figure 1: Opportunities example of Customer loyalty driven profitOther airlines and travel providers were quick to grasp the incredible value of providing customers with an incentive to use their company exclusively. Within a few years, dozens of travel industry companies launched similar initiatives and now loyalty programs are achieving near-ubiquity in many service industries, especially those in which it is difficult to differentiate offerings by product attributes.The belief is that increased profitability will result from customer retention efforts because:•    The cost of acquisition occurs only at the beginning of a relationship: the longer the relationship, the lower the amortized cost;•    Account maintenance costs decline as a percentage of total costs, or as a percentage of revenue, over the lifetime of the relationship;•    Long term customers tend to be less inclined to switch and less price sensitive which can result in stable unit sales volume and increases in dollar-sales volume;•    Long term customers may initiate word-of-mouth promotions and referrals, which cost the company nothing and arguably are the most effective form of advertising;•    Long-term customers are more likely to buy ancillary products and higher margin supplemental products;•    Long term customers tend to be satisfied with their relationship with the company and are less likely to switch to competitors, making market entry or competitors gaining market share difficult;•    Regular customers tend to be less expensive to service, as they are familiar with the processes involved, require less 'education', and are consistent in their order placement;•    Increased customer retention and loyalty makes the employees' jobs easier and more satisfying. In turn, happy employees feed back into higher customer satisfaction in a virtuous circle. Figure 2: The virtuous circle of customer loyaltyFigure 2 represents a high-level example of a virtuous cycle driven by customer satisfaction and loyalty, depicting how superiority in product and service offerings, as well as strong customer support by competent employees, lead to higher sales and ultimately profitability. As stated above, this is not a new concept, but succeeding with it is difficult. It has eluded many a company driven to achieve profitability goals. Of course, for this circle to be virtuous, the customer relationship(s) must be profitable.Trying to maintain the loyalty of unprofitable customers is not a viable business strategy. It is, therefore, important that marketers can assess the profitability of each customer (or customer segment), and either improve or terminate relationships that are not profitable. This means each customer's 'relationship costs' must be understood and compared to their 'relationship revenue'. Customer lifetime value (CLV) is the most commonly used metric here, as it is generally accepted as a representation of exactly how much each customer is worth in monetary terms, and therefore a determinant of exactly how much a service provider should be willing to spend to acquire or retain that customer.CLV models make several simplifying assumptions and often involve the following inputs:•    Churn rate represents the percentage of customers who end their relationship with a company in a given period;•    Retention rate is calculated by subtracting the churn rate percentage from 100;•    Period/horizon equates to the units of time into which a customer relationship can be divided for analysis. A year is the most commonly used period for this purpose. Customer lifetime value is a multi-period calculation, often projecting three to seven years into the future. In practice, analysis beyond this point is viewed as too speculative to be reliable. The model horizon is the number of periods used in the calculation;•    Periodic revenue is the amount of revenue collected from a customer in a given period (though this is often extended across multiple periods into the future to understand lifetime value), such as usage revenue, revenues anticipated from cross and upselling, and often some weighting for referrals by a loyal customer to others; •    Retention cost describes the amount of money the service provider must spend, in a given period, to retain an existing customer. Again, this is often forecast across multiple periods. Retention costs include customer support, billing, promotional incentives and so on;•    Discount rate means the cost of capital used to discount future revenue from a customer. Discounting is an advanced method used in more sophisticated CLV calculations;•    Profit margin is the projected profit as a percentage of revenue for the period. This may be reflected as a percentage of gross or net profit. Again, this is generally projected across the model horizon to understand lifetime value.A strong focus on managing these inputs can help service providers realize stronger customer relationships and profits, but there are some obstacles to overcome in achieving accurate calculations of CLV, such as the complexity of allocating costs across the customer base. There are many costs that serve all customers which must be properly allocated across the base, and often a simple proportional allocation across the whole base or a segment may not accurately reflect the true cost of serving that customer;  This is made worse by the fragmentation of customer information, which is likely to be across a variety of product or operations groups, and may be difficult to aggregate due to different representations.In addition, there is the complexity of account relationships and structures to take into consideration. Complex account structures may not be understood or properly represented. For example, a profitable customer may have a separate account for a second home or another family member, which may appear to be unprofitable. If the service provider cannot relate the two accounts, CLV is not properly represented and any resultant cancellation of the apparently unprofitable account may result in the customer churning from the profitable one.In summary, if service providers are to realize strong customer relationships and their attendant profits, there must be a very strong focus on data management. This needs to be coupled with analytics that help business managers and those who work in customer-facing functions offer highly personalized solutions to customers, while maintaining profitability for the service provider. It's clear that acquiring new customers is expensive. Advertising costs, campaign management expenses, promotional service pricing and discounting, and equipment subsidies make a serious dent in a new customer's profitability. That is especially true given the rising subsidies for Smartphone users, which service providers hope will result in greater profits from profits from data services profitability in future.  The situation is made worse by falling prices and greater competition in mature markets.Customer acquisition through industry consolidation isn't cheap either. A North American service provider spent about $2,000 per subscriber in its acquisition of a smaller company earlier this year. While this has allowed it to leapfrog to become the largest mobile service provider in the country, it required a total investment of more than $28 billion (including assumption of the acquiree's debt).While many operating cost synergies clearly made this deal more attractive to the acquiring company, this is certainly an expensive way to acquire customers: the cost per subscriber in this case is not out of line with the prices others have paid for acquisitions.While growth by acquisition certainly increases overall revenues, it often creates tremendous challenges for profitability. Organic growth through increased customer loyalty and retention is a more effective driver of profit, as well as a stronger predictor of future profitability. Service providers, especially those in mature markets, are increasingly recognizing this and taking steps toward a creating a more personalized, flexible and satisfying experience for their customers.In summary, the clearest path to profitability for companies in virtually all industries is through customer retention and maximization of lifetime value. Service providers would do well to recognize this and focus attention on profitable customer relationships.

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  • Office 2010: It&rsquo;s not just DOC(X) and XLS(X)

    - by andrewbrust
    Office 2010 has released to manufacturing.  The bits have left the (product team’s) building.  Will you upgrade? This version of Office is officially numbered 14, a designation that correlates with the various releases, through the years, of Microsoft Word.  There were six major versions of Word for DOS, during whose release cycles came three 16-bit Windows versions.  Then, starting with Word 95 and counting through Word 2007, there have been six more versions – all for the 32-bit Windows platform.  Skip version 13 to ward off folksy bad luck (and, perhaps, the bugs that could come with it) and that brings us to version 14, which includes implementations for both 32- and 64-bit Windows platforms.  We’ve come a long way baby.  Or have we? As it does every three years or so, debate will now start to rage on over whether we need a “14th” version the PC platform’s standard word processor, or a “13th” version of the spreadsheet.  If you accept the premise of that question, then you may be on a slippery slope toward answering it in the negative.  Thing is, that premise is valid for certain customers and not others. The Microsoft Office product has morphed from one that offered core word processing, spreadsheet, presentation and email functionality to a suite of applications that provides unique, new value-added features, and even whole applications, in the context of those core services.  The core apps thus grow in mission: Excel is a BI tool.  Word is a collaborative editorial system for the production of publications.  PowerPoint is a media production platform for for live presentations and, increasingly, for delivering more effective presentations online.  Outlook is a time and task management system.  Access is a rich client front-end for data-driven self-service SharePoint applications.  OneNote helps you capture ideas, corral random thoughts in a semi-structured way, and then tie them back to other, more rigidly structured, Office documents. Google Docs and other cloud productivity platforms like Zoho don’t really do these things.  And there is a growing chorus of voices who say that they shouldn’t, because those ancillary capabilities are over-engineered, over-produced and “under-necessary.”  They might say Microsoft is layering on superfluous capabilities to avoid admitting that Office’s core capabilities, the ones people really need, have become commoditized. It’s hard to take sides in that argument, because different people, and the different companies that employ them, have different needs.  For my own needs, it all comes down to three basic questions: will the new version of Office save me time, will it make the mundane parts of my job easier, and will it augment my services to customers?  I need my time back.  I need to spend more of it with my family, and more of it focusing on my own core capabilities rather than the administrative tasks around them.  And I also need my customers to be able to get more value out of the services I provide. Help me triage my inbox, help me get proposals done more quickly and make them easier to read.  Let me get my presentations done faster, make them more effective and make it easier for me to reuse materials from other presentations.  And, since I’m in the BI and data business, help me and my customers manage data and analytics more easily, both on the desktop and online. Those are my criteria.  And, with those in mind, Office 2010 is looking like a worthwhile upgrade.  Perhaps it’s not earth-shattering, but it offers a combination of incremental improvements and a few new major capabilities that I think are quite compelling.  I provide a brief roundup of them here.  It’s admittedly arbitrary and not comprehensive, but I think it tells the Office 2010 story effectively. Across the Suite More than any other, this release of Office aims to give collaboration a real workout.  In certain apps, for the first time, documents can be opened simultaneously by multiple users, with colleagues’ changes appearing in near real-time.  Web-browser-based versions of Word, Excel, PowerPoint and OneNote will be available to extend collaboration to contributors who are off the corporate network. The ribbon user interface is now more pervasive (for example, it appears in OneNote and in Outlook’s main window).  It’s also customizable, allowing users to add, easily, buttons and options of their choosing, into new tabs, or into new groups within existing tabs. Microsoft has also taken the File menu (which was the “Office Button” menu in the 2007 release) and made it into a full-screen “Backstage” view where document-wide operations, like saving, printing and online publishing are performed. And because, more and more, heavily formatted content is cut and pasted between documents and applications, Office 2010 makes it easier to manage the retention or jettisoning of that formatting right as the paste operation is performed.  That’s much nicer than stripping it off, or adding it back, afterwards. And, speaking of pasting, a number of Office apps now make it especially easy to insert screenshots within their documents.  I know that’s useful to me, because I often document or critique applications and need to show them in action.  For the vast majority of users, I expect that this feature will be more useful for capturing snapshots of Web pages, but we’ll have to see whether this feature becomes popular.   Excel At first glance, Excel 2010 looks and acts nearly identically to the 2007 version.  But additional glances are necessary.  It’s important to understand that lots of people in the working world use Excel as more of a database, analytics and mathematical modeling tool than merely as a spreadsheet.  And it’s also important to understand that Excel wasn’t designed to handle such workloads past a certain scale.  That all changes with this release. The first reason things change is that Excel has been tuned for performance.  It’s been optimized for multi-threaded operation; previously lengthy processes have been shortened, especially for large data sets; more rows and columns are allowed and, for the first time, Excel (and the rest of Office) is available in a 64-bit version.  For Excel, this means users can take advantage of more than the 2GB of memory that the 32-bit version is limited to. On the analysis side, Excel 2010 adds Sparklines (tiny charts that fit into a single cell and can therefore be presented down an entire column or across a row) and Slicers (a more user-friendly filter mechanism for PivotTables and charts, which visually indicates what the filtered state of a given data member is).  But most important, Excel 2010 supports the new PowerPIvot add-in which brings true self-service BI to Office.  PowerPivot allows users to import data from almost anywhere, model it, and then analyze it.  Rather than forcing users to build “spreadmarts” or use corporate-built data warehouses, PowerPivot models function as true columnar, in-memory OLAP cubes that can accommodate millions of rows of data and deliver fast drill-down performance. And speaking of OLAP, Excel 2010 now supports an important Analysis Services OLAP feature called write-back.  Write-back is especially useful in financial forecasting scenarios for which Excel is the natural home.  Support for write-back is long overdue, but I’m still glad it’s there, because I had almost given up on it.   PowerPoint This version of PowerPoint marks its progression from a presentation tool to a video and photo editing and production tool.  Whether or not it’s successful in this pursuit, and if offering this is even a sensible goal, is another question. Regardless, the new capabilities are kind of interesting.  A greatly enhanced set of slide transitions with 3D effects; in-product photo and video editing; accommodation of embedded videos from services such as YouTube; and the ability to save a presentation as a video each lay testimony to PowerPoint’s transformation into a media tool and away from a pure presentation tool. These capabilities also recognize the importance of the Web as both a source for materials and a channel for disseminating PowerPoint output. Congruent with that is PowerPoint’s new ability to broadcast a slide presentation, using a quickly-generated public URL, without involving the hassle or expense of a Web meeting service like GoToMeeting or Microsoft’s own LiveMeeting.  Slides presented through this broadcast feature retain full color fidelity and transitions and animations are preserved as well.   Outlook Microsoft’s ubiquitous email/calendar/contact/task management tool gains long overdue speed improvements, especially against POP3 email accounts.  Outlook 2010 also supports multiple Exchange accounts, rather than just one; tighter integration with OneNote; and a new Social Connector providing integration with, and presence information from, online social network services like LinkedIn and Facebook (not to mention Windows Live).  A revamped conversation view now includes messages that are part of a given thread regardless of which folder they may be stored in. I don’t know yet how well the Social Connector will work or whether it will keep Outlook relevant to those who live on Facebook and LinkedIn.  But among the other features, there’s very little not to like.   OneNote To me, OneNote is the part of Office that just keeps getting better.  There is one major caveat to this, which I’ll cover in a moment, but let’s first catalog what new stuff OneNote 2010 brings.  The best part of OneNote, is the way each of its versions have managed hierarchy: Notebooks have sections, sections have pages, pages have sub pages, multiple notes can be contained in either, and each note supports infinite levels of indentation.  None of that is new to 2010, but the new version does make creation of pages and subpages easier and also makes simple work out of promoting and demoting pages from sub page to full page status.  And relationships between pages are quite easy to create now: much like a Wiki, simply typing a page’s name in double-square-brackets (“[[…]]”) creates a link to it. OneNote is also great at integrating content outside of its notebooks.  With a new Dock to Desktop feature, OneNote becomes aware of what window is displayed in the rest of the screen and, if it’s an Office document or a Web page, links the notes you’re typing, at the time, to it.  A single click from your notes later on will bring that same document or Web page back on-screen.  Embedding content from Web pages and elsewhere is also easier.  Using OneNote’s Windows Key+S combination to grab part of the screen now allows you to specify the destination of that bitmap instead of automatically creating a new note in the Unfiled Notes area.  Using the Send to OneNote buttons in Internet Explorer and Outlook result in the same choice. Collaboration gets better too.  Real-time multi-author editing is better accommodated and determining author lineage of particular changes is easily carried out. My one pet peeve with OneNote is the difficulty using it when I’m not one a Windows PC.  OneNote’s main competitor, Evernote, while I believe inferior in terms of features, has client versions for PC, Mac, Windows Mobile, Android, iPhone, iPad and Web browsers.  Since I have an Android phone and an iPad, I am practically forced to use it.  However, the OneNote Web app should help here, as should a forthcoming version of OneNote for Windows Phone 7.  In the mean time, it turns out that using OneNote’s Email Page ribbon button lets you move a OneNote page easily into EverNote (since every EverNote account gets a unique email address for adding notes) and that Evernote’s Email function combined with Outlook’s Send to OneNote button (in the Move group of the ribbon’s Home tab) can achieve the reverse.   Access To me, the big change in Access 2007 was its tight integration with SharePoint lists.  Access 2010 and SharePoint 2010 continue this integration with the introduction of SharePoint’s Access Services.  Much as Excel Services provides a SharePoint-hosted experience for viewing (and now editing) Excel spreadsheet, PivotTable and chart content, Access Services allows for SharePoint browser-hosted editing of Access data within the forms that are built in the Access client itself. To me this makes all kinds of sense.  Although it does beg the question of where to draw the line between Access, InfoPath, SharePoint list maintenance and SharePoint 2010’s new Business Connectivity Services.  Each of these tools provide overlapping data entry and data maintenance functionality. But if you do prefer Access, then you’ll like  things like templates and application parts that make it easier to get off the blank page.  These features help you quickly get tables, forms and reports built out.  To make things look nice, Access even gets its own version of Excel’s Conditional Formatting feature, letting you add data bars and data-driven text formatting.   Word As I said at the beginning of this post, upgrades to Office are about much more than enhancing the suite’s flagship word processing application. So are there any enhancements in Word worth mentioning?  I think so.  The most important one has to be the collaboration features.  Essentially, when a user opens a Word document that is in a SharePoint document library (or Windows Live SkyDrive folder), rather than the whole document being locked, Word has the ability to observe more granular locks on the individual paragraphs being edited.  Word also shows you who’s editing what and its Save function morphs into a sync feature that both saves your changes and loads those made by anyone editing the document concurrently. There’s also a new navigation pane that lets you manage sections in your document in much the same way as you manage slides in a PowerPoint deck.  Using the navigation pane, you can reorder sections, insert new ones, or promote and demote sections in the outline hierarchy.  Not earth shattering, but nice.   Other Apps and Summarized Findings What about InfoPath, Publisher, Visio and Project?  I haven’t looked at them yet.  And for this post, I think that’s fine.  While those apps (and, arguably, Access) cater to specific tasks, I think the apps we’ve looked at in this post service the general purpose needs of most users.  And the theme in those 2010 apps is clear: collaboration is key, the Web and productivity are indivisible, and making data and analytics into a self-service amenity is the way to go.  But perhaps most of all, features are still important, as long as they get you through your day faster, rather than adding complexity for its own sake.  I would argue that this is true for just about every product Microsoft makes: users want utility, not complexity.

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