Salam Sejahtera dan selamat datang ke laman blog izinkan saya menjadi COACH anda dalam perjalanan anda menjadi USAHAWAN SIBER.

Saya merupakan seorang Pensyarah Kanan di Universiti Tunku Abdul Rahman (UTAR).
Saya mempunyai lebih 26 tahun pengalaman Kerja termasuk 10 tahun menjadi Pensyarah. Kini berkhidmat sebagai Pensyarah Kanan di University Tunku Abdul Rahman (UTAR)
Skop kepakaran saya lebih menjurus kepada Usahawan Siber/ Usahawan Internet.
Perkhidmatan COACHING saya tawarkan bertujuan untuk mengembangkan hasil dari kerja-kerja penyelidikan dalam Perniagaan Siber yang saya telah lakukan.
Saya akan kongsikan lubuk-lubuk rahsia di internet dan teknik serta strategi untuk menjalankan perniagaan di ruang siber. Untuk Berjaya anda hanya perlukan LUCK + HARD WORK + RIGHT ATTITUDE = SUCCESSFUL USAWAN SIBER.

Anda tentukan sendiri apa yang anda mahu. Untuk meledakkan potensi anda, saya juga menawarkan perkhidmatan RESET MINDA USAHAWAN DAN LEDAKKAN POTENSI DIRI.

Tuesday, 23 April 2013

Tech start-ups are leading the charge.

5) Tech start-ups are leading the charge.

Meeker has a lengthy section "reimagining" what the world will look like--going from desktops to tablets, cash to cashless, maps to navigation systems, etc. Of course, like any good venture capitalist, Meeker found a way here to plug a few of Kleiner's portfolio companies, including Gumroad (e-payments), Quirky (product design), Evernote (note taking), DocuSign (electronic signatures), and Square (mobile payments).

5 Tech Trends You Can't Afford to Ignore

5 Tech Trends You Can't Afford to Ignore

Silicon Valley was aflutter this week with Mary Meeker's bold new report on Internet trends. Here's what you missed.

When Mary Meeker speaks, the Valley listens.

This week, Meeker, a general partner at Kleiner Perkins Caufield & Byers (the venture firm founded in 1972 that's invested in pretty much every major tech company of the last quarter century) unveiled her
88-page analysis of Web, mobile, technology, and societal trends.

Here, we've excerpted the most important elements of the report, especially trends that may affect small business and startups.

1) You should care about China. And India. And Indonesia.

Emerging markets have always played a key role in expansion, but the Internet has magnified this principle. Here, Meeker outlines the role of international Internet adoption. As you can see, it's huge. From 2008 to 2012, China added 282 million Internet users, bringing their total number of users close to double the population of the United States.

2) Your mobile strategy may be the most important part of your business.

In 2008, only about $0.7 billion was made on mobile. By the end of 2012, the mobile market will have ballooned to a staggering $19 billion, split 67 percent between apps and 33 percent ads. According to Meeker, when looking at the average time users spend on on media, people spend about ten percent of their "media time" on mobile--but just 1 percent of ad spend is spent on mobile. In other words, despite current user adoption, there's still plenty of room for growth. Another fact to note: In India, mobile Internet traffic surpassed desktop Internet traffic in May, 2012.

3) Don't forget about Android users.

Meeker is bullish on Android as a platform. According to her calculations, iPhone adoption has exploded in the last four years, but Android phone adoption "has ramped even faster – nearly 6x iPhone."

4) If you sell a product, you'd be crazy not to focus your e-commerce on mobile and tablet apps.

This chart pretty much speaks for itself: By 2012, about a quarter of all Internet shopping traffic on Black Friday were made on either mobile or a tablet.


Monday, 22 April 2013

The Future of Sales Technology...Cont..

The Future of Sales Technology

Salespeople are always the early adopters. Here's where they (and you) are heading.

3. Sales management will become more data-driven.

Sales management has always been data-driven; few corporate metrics are more visible than sales figures! However, because sales revenue measures after-the-fact result, sales executives don't know whether their strategies are actually responsible for revenue increases.

As a result, most sales managers rely primarily on intuition and tradition when making important decisions. For example, companies spend billions of dollars every year on sales training that attempt to "clone" the winning behaviors of top salespeople, even though there's no data to show that such training improves overall sales performance.

Increased data gathering through CRM and survey vehicles is now making it possible to gather and analyze demographic and performance data about sales personnel. This scientific process often reveal that the "intuitive" truths about sales management are dead wrong.

Top salespeople, for example, always build their success on pre-existing natural talent that tends to be unusual in the general population. A data-driven approach to sales management thus allows companies to re-target sales training to making average performers slightly better rather than wasting time trying to turn them into stars.

4. CRM will become invisible.

Historically, CRM implementations have had a failure rate as high as 70%, according to some studies. Experts believe that such failures have been largely due to a mismatch between the needs of sales management (i.e. control over the sales process) and the needs of the salespeople (i.e. control over their customer relationships.)

However, CRM systems are gradually becoming "smarter" in the way that they use existing information, greatly reduce the amount of clerical work required of the sales team. Tablets and smartphones will make CRM both less burdensome and more customizable and therefore more attractive to sales teams.

We believe that we're on the brink of a sales technology environment where the accumulation of customer data becomes automatic and CRM thus becomes an more or less invisible part of the overall computing environment, in the same way that Ethernet and email are now simply assumed to be part of the general business tool kit.

5. Interactive video will become ubiquitous.

Video conferencing has been around for over two decades, but has not yet played much of a role in sales environments. However, we believe that this will change over the next decade, and that video interaction will permeate the sales environment, primarily due to the increase use of smartphones and tablets in sales environments.

Fueled by online applications like Skype, the video conferencing marketing has been growing rapidly and the integration of video conferencing into iPhones, iPad and other table devices has turned videoconferencing from a specialized application to a preferred way for people (especially young people) to communicate.
We predict increased usage of video conferencing for holding online events, creating collaborative sales proposals, sales training, product demonstrations and ongoing customer service. Overall, we believe that interactive video is likely to largely replace in-person meetings for all but the biggest ticket sales items.

The Future of Sales Technology

The Future of Sales Technology

Salespeople are always the early adopters. Here's where they (and you) are heading.
For the past two decades, salespeople have been the early adopters of technology that's later permeated the rest of the business world. Salespeople, for example, were the first to embrace smartphones and CRM was the first viable "cloud-based" application.

Therefore, if you want to know how the general business public will be using computers in the future, you'd best understand the trends that are already taking place within forward-looking sales teams.

1. Cold calling will become impossible.

Today, all companies use some form of voice mail, which provides an automatic and relentless gatekeeper. While sales technology firms have come up with technologies (like autodialers) to overcome these barriers, many decision-makers (especially young ones) no longer use voice mail and only take calls from recognized numbers.

At the same time, there's been an increase in government regulation of cold calling. Member states of the European Union, for instance, are now required to have laws that prohibit general cold calling. While cold calling remains legal in the United States, the FTC's "Do Not Call List" has greatly curbed unsolicited telemarketing.

The combination of these two factors is already making cold calling less effective at lead generation. Because of this, we see salespeople already migrating to other lead generation methods, such as developing customer relationships using a combination social media and other "known-person to known-person" communication.

2. Tablets will replace laptops (and maybe desktops).

When the iPad was originally released, Walt Mossberg of The Wall Street Journal called it a "pretty close" laptop killer. There are now growing signs that that "pretty close" was an understatement. For example, a recent study revealed that 89% of iPad owners bring their iPad when traveling and more than one of three leave their laptop at home.

Within 90 days of its introduction in early 2010, the iPad managed to penetrate 50 percent of Fortune 100 companies and by 2011, iPad sales were eating into PC sales. Microsoft recent announcements identifying its Surface product as key to the company's future indicates the Microsoft takes the tablet threat seriously indeed.

While it is currently too soon to tell for certain, we remain deeply skeptical of the ability of Microsoft's Surface tablet to establish itself as a third alternative in the tablet market. While there's no question that Windows machines will remain a fixture in the business world for many years to come, we feel the days of the dominance of the desktop and laptop inside sales teams is drawing to a close. (...Cont...)

Friday, 19 April 2013

It’s critical to get a good start when stepping into the CIO role. Consider several measures when you shape your course.

It’s critical to get a good start when stepping into the CIO role. Consider several measures when you shape your course.

new CIO's first 100 days article, importance of first few months of job, Strategy

In This Article

The early months of a CIO’s tenure are an extremely important time to learn about a company’s culture and critical issues, shape an agenda for change, build relations with peers and senior leaders, and make decisions—on people, funding, and other matters—that will provide a solid foundation for the future.
Ian Buchanan, who has served several financial institutions as CIO or COO, says: “In the first 100 days, you have to make your mark. In that period, you also need to formulate a compelling vision, because if you want to lead, as opposed to executing the visions of others, you do need to come out quickly with a story that everybody can align around.” (For more, see “Hitting the ground running as a new CIO: An interview with Barclaycard’s Ian Buchanan.”)
By working over the years with many senior executives stepping into this role, we’ve learned about elements to cover, priorities to make, and mistakes to avoid. We have attempted to distill the most important topics to address during these critical first months. Of course, the particulars of each situation will have an impact on the priorities of each CIO. But we believe every new CIO will benefit from reviewing these elements and using them as a starting point to shape his or her own course of action.

The head of Juniper Networks discusses his strategy for making the transition into the CEO role.

My transition story

The head of Juniper Networks discusses his strategy for making the transition into the CEO role.

CEO transition story article, CEO succession anecdotes, Strategy

In This Article

When Kevin Johnson took the reins at Juniper Networks, in September 2008, he left a role that was, by some measures, much bigger: in his previous position, as president of Microsoft’s platform and services division, he had been responsible for more than $20 billion in revenue, including the company’s lucrative Windows business. By contrast, the sales at Juniper, a provider of IT networking infrastructure, were $3.3 billion during Johnson’s first full year as CEO.
The timing of his start date didn’t make his transition easy. During Johnson’s first week, Lehman Brothers collapsed and the global macroeconomic landscape changed dramatically. This required some quick moves: a doubling down on big R&D bets, for example, combined with significant cuts in other operating costs. All the while, Johnson tried to follow a set of transition principles that he described recently in an interview with McKinsey’s Endre Holen and Allen Webb.
Johnson’s suggestions: Seek advice before day one on the job. Don’t come in with a new strategy; instead, use your first few months to connect with the organization, set the strategic agenda, and shape a talent plan. Bring your top managers and your board along with you. Be very deliberate about how you will effect needed cultural changes. And don’t underestimate the increased scope of your new role.

Saturday, 13 April 2013

LAPAN Sebab Mengapa Anda Mesti Menjadi Usahawan Siber.

LAPAN Sebab Mengapa Anda Mesti Menjadi Usahawan Siber.

o   Anda boleh membina rangkaian sesama peniaga kecil di Malaysia.

o   Anda boleh  menambah jumlah berkali-kali ganda.

o   Anda boleh menjalankan perniagaan yang beroperasi  24 jam setiap hari termasuk Sabtu dan Ahad tanpa perlu kehadiran anda.

o   Anda boleh menjadikan diri anda sebaga  jenama perniagaan dikenali   ramai.
o   Anda boleh  memperkenalkan produk dan khidmat saudara tanpa menambah kos.
o   Anda boleh  mahu percepatkan carian pelanggan kepada perniagaan anda.
o   Perniagaan anda boleh  bertahan walaupun dalam kegawatan ekonomi.
o   Anda boleh menambahkan jenis perniagaan anda dengan mudah dan    tanpa melibatkan sebarang kos. 

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