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The Entrepreneur Diaries: Anit Hora

In 2007, Anit Hora quit her dream job with no safety net, no backup plan and no idea of what she was going to do next.

After graduating with a degree in fashion design Hora landed a high paying gig as a designer for a major label in New York City. She was earning a good salary, had great benefits, strong job security, enjoyed her work and was getting promoted on a regular basis. Seven years into her seemingly perfect career, however, Hora found herself thinking, “This can’t be it.”

“I did love my job, but I didn’t love it enough to not want to try something new,” she says. “I worked as a full-time knitwear designer when I started making my own products. When demand started to grow, it became more difficult for me to balance everything.”

Hora eventually couldn’t keep up with the pace of a day job and creating her own products, so she took off on a three-month backpacking trip around South America while she considered her next career move. As she traveled, volunteered and taught, Hora fell in love with the lifestyle and ended up staying for over a year and a half. “That’s when I realized that maybe the nine-to-five life isn’t for me,” she says.

But Anit says it wasn’t simple or easy to make the choice to leave her job and travel, especially financially. “Taking the leap is difficult but freeing at the same time. My best advice is to have a well-organized strategy, both financial and otherwise, ready for when you decide to quit your 9-5 and dive headfirst into your company.”

The trip taught Hora how different life was outside the big city. For example, she says she had very little patience for illness in her corporate life; the moment she felt sick in New York she’d race to get a prescription for antibiotics and try to return to work as quickly as possible.

It wasn’t until she came down with an illness in South America and tried to do the same that she realized this wasn’t normal behaviour. “They all looked at me like I was crazy,” she says. “They were like, ‘why would you want such a strong medicine?’”

That’s when Hora fell in love with herbal teas and natural medicines, which she studied formally upon her return to New York in 2008; first in classes at the Open Centre, then during an apprenticeship at an apothecary in Brooklyn.

She even started selling her natural health products at local craft fairs but eventually discovered they weren’t the natural products customers were looking for.

“Every time I’d go to sell them, these women would come up to me and ask for skincare and makeup stuff,” she says. “They’d come to me and be like ‘I’d buy this if you had this for face or hair or nails,’ and I thought, ‘yeah, I’d probably use that too.’”

In 2009 Hora enrolled in the Aveda Institute in New York City where she pursued her aesthetician’s license, but her savings were starting to dry up. At the same time, she needed money to buy supplies, create a website and build her new brand, Mullein and Sparrow.

To make ends meet Hora took up a day job at a spa while attending taking classes in the evenings and on weekends, building her business in what little time remained.

“I wasn’t sleeping very much in those days,” she says. “I don’t remember having any time for a social life or seeing friends, I remember being in complete isolation from everyone I knew, but it was so exciting that I didn’t see it like that.”

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After years of balancing work, school and entrepreneurship Hora got the opportunity she had been waiting for in 2014, when she received an email from a representative at one or her favorite retail chains, Anthropologie. “That was such a surreal moment for me,” says Hora. “I was like ‘how did you even find me?’”

The company was interested in selling her products in their stores, but Hora couldn’t fulfill an order of that size from her home studio, so she started looking for a line of credit and a new workspace. Even with her purchase order, Hora couldn’t get her bank to provide the capital she needed. The demand was there, but it still took time for her to develop the bandwidth to fulfill a big order.

In reflection, she says she should have put more thought into financial planning. “I would have put more thought into my budget. Organization is not my strong suit so I would have brought someone on early on to help me allocate my resources more efficiently.”

Today, M.S. Skincare has products in a range of small boutiques and major retailers around the world, including Urban Outfitters, Free People, Nordstrom, Steve Allen and Anthropologie. But the greatest validation, according to Hora, happened when she was selected for an entrepreneurship fellowship from the Tory Burch Foundation as well as Goldman Sachs’ prestigious 10,000 Small Businesses Program, despite having no formal business training.

“There’s a lot of self-doubt that comes from doing this, especially if you spend the first few years by yourself figuring it out,” she says. “You just have to believe you can do it, and keep that sense of stubborn optimism.”

By Ally Financial

Source: https://time.com

106K subscribers
Anit Hora found herself immersed in the corporate fashion world, she realized something was missing in her life. Rather than feeling invigorated by her demanding job, she felt disconnected and burned out. Determined to find out what that missing link was, Hora made a huge change: She quit her job and embarked on a solo backpacking trip through South America to do some soul searching. Flash forward several years, and Hora is a successful esthetician and herbalist, and the founder of Mullein & Sparrow — a line of vegan and organic bath, body and skincare products based in Brooklyn, New York. Sponsored by Pronamel. Download the Bustle App for more stories like these everyday: http://apple.co/1ML4jui Our Site: http://www.bustle.com Subscribe to Bustle: http://bit.ly/1IB6hbS Facebook: https://www.facebook.com/bustledotcom/ Twitter: http://twitter.com/bustle Instagram: http://instagram.com/bustle Pinterest: http://www.pinterest.com/bustledotcom/

 

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It Took Canva a Year to Make Its First Technical Hire. Now It’s a Hiring Machine

Plenty of entrepreneurs adhere to the mantra of “hire slow, fire fast” and for good reason. Then there’s Melanie Perkins, the co-founder and CEO of Sydney-based design software company Canva. She spent a year trying to find her first technical hire.

While Perkins didn’t intend to spend so much time filling her first engineering position, looking back on it now, she wouldn’t have done it any other way. The year-long quest informed how she’s made every other hire since. And it’s hard to argue with the results: With 700 employees, Canva is a hiring machine, and it’s been doubling in size every year.

In an industry that sees engineers switch jobs with frightening speed, many of Canva’s early technical hires are still with the company. While Canva won’t discuss revenue, Perkins, the company’s co-founder and CEO, says the company has been profitable since 2017. Canva has 20 million monthly users in 190 countries. In October, Canva announced an $85 million investment, with a valuation of $3.2 billion.

This is going to be bigger than yearbooks

When Perkins started the predecessor company to Canva in 2007, she was just 19. She was frustrated by how hard it was to use design software. When she started teaching design at university, she noticed that her students were similarly frustrated. With her boyfriend (now fiance), Cliff Obrecht, she built a website called Fusion Books that helped students design and publish yearbooks.

It did well–becoming the largest yearbook company in Australia and moving into France and New Zealand. Perkins quit university to work on it full-time. By 2011, Perkins and Obrecht realized Fusion Books could be much more: an engine to make it easy for anyone to design any publication. But to build that more ambitious product, they’d need outside investment.

Perkins headed to San Francisco to visit angel investor Bill Tai, who is known for making about 100 investments in startups that have yielded 19 initial public offerings. She’d met him in Perth a year earlier, where she had collected an award for innovation. “If you come to California, come see me,” he remembers telling her. “Without me knowing exactly what she was doing, she engineered a trip. She’s a very ballsy woman, if that makes sense. And I’m thinking, you know, I should help her. I know hundreds of engineers.”

Early in her San Francisco visit, Tai introduced her to Lars Rasmussen, the co-founder of the company that became Google Maps. Tai told her that if she could hire a tech team that met Rasmussen’s standards, he’d invest. “I didn’t realize at the time what that meant,” says Perkins. She bought an Ikea mattress, and planted it on the floor of her brother’s San Francisco apartment. “Obviously, that was free rent,” she says. “I had food to get by and I felt safe.”

Perkins set out initially to hire by doing the obvious: She went to every single conference she could get into. She’d speak if the organizers let her. Tai invited her to his MaiTai Global networking event in Hawaii, even though, for most attendees, a big draw was kitesurfing, which she’d never attempted. “It was great fun,” she says gamely. Then, “I really don’t like it. I have the scars to prove it. I’ve … retired from kitesurfing.”

Back in San Francisco, Perkins passed out flyers, trying to pique people’s interest. She cold-called engineers, and approached suspects on buses. She scoured LinkedIn, but Rasmussen wouldn’t even deign to meet most of her finds. “He didn’t think they had enough startup gumption or experience with a world-scale company, or with complex technology,” she said. She says fewer than five LinkedIn finds ended up interviewing with Rasmussen. He’d give them a problem-solving challenge that, inevitably, they flubbed.

After a year of this, Perkins was thoroughly frustrated. Surely it’s better to at least make some progress, she told Rasmussen, than to continue to do nothing. But he was adamant.

The perfect candidate and the bizarre pitch deck

That same year, Rasmussen introduced her to two candidates that he thought might be a good fit and recruitable. The first, Cameron Adams, a user interface designer who had worked at Google, was busy trying to raise money for his own startup. The second, Dave Hearnden, a senior engineer at Google, initially said he wasn’t interested. In 2012, both had a change of heart.

“We were absolutely over the moon,” says Perkins. Adams came on board first, as a co-founder. Hearnden, on the other hand, started to have second thoughts: Google wasn’t happy with his leaving, obviously, and was trying to get him to stay. He worried that his project would be abandoned without him, and he didn’t want to disappoint his team.

At this point, Perkins sent him something that has since become known as the Bizarre Pitch Deck. In 16 slides, the deck tells the story of a man named Dave, who longed for adventure but was torn by his loyalty for Google. In the pitch deck, as in life, Dave eventually joined Canva. It helped that Google had already poached his replacement.

In 2012, Perkins was able to raise a seed round of $1.6 million, and got another $1.4 million from the Australian government. Tai finally agreed to put in $100,000. “It was really hard for her to raise,” he says. “You’ve got a young girl in her 20s from Australia who had never worked at a company, with her live-in boyfriend as COO. People would say to me, What if they break up? I didn’t have a good answer.” Now, things look much different: Tai says Obrecht is Canva’s “secret weapon,” and that “Cliff has just blown me away.”

Keeping the bar high, hundreds of hires later

While Tai drove her nuts at the beginning, Perkins appreciates his stubbornness now. “We’ve been able to attract top talent across the globe,” she says. “It wouldn’t have been possible without setting such a high technical bar early on.” Tai says he hasn’t made exactly this condition with other startups. But he’s done it in reverse: He’s backed highly technical people without knowing what, exactly, the business opportunity would turn out to be.

The experience also showed her, the hard way, just how much effort she’d have to put into hiring if she wanted to build a successful tech company. By Canva’s second year, the company had a recruiting team. “We knew we needed to invest heavily in hiring,” she says. Now, each open position gets a strategy brief. That document lays out the goals for the person in that role and the project they will be working on. It also identifies the people who will be involved in the hiring process. “Getting everyone on the same page is really critical,” says Perkins. “It sets that person up for success.”

And like Rasmussen looking for the first technical hire, Canva asks each candidate to take a challenge. Candidates have a choice of doing a four-hour challenge or a one-hour challenge. “Maybe they’re working parents and they can do it in an hour,” says Perkins. “Other people prefer to have a longer time and work at their own pace. We’re looking for people happy to take on challenges and who get a real buzz out of being able to solve hard things.”

In in-person interviews, someone on the Canva team will almost always ask the candidate, “How would your previous boss or manager talk about your work or rate you?” Perkins says people are “surprisingly honest” in their responses. The answers help her get a window into what type of leadership allows a particular candidate to thrive. Some people require a lot of structure or hierarchy, she says, and Canva doesn’t have much of either.

“One of the things I believe quite strongly is having a really strong idea of where you’re going,” says Perkins. “I have this visual metaphor. Plant 100 seeds. Until eventually one flowers or sprouts. For most people, if you’re rejected, you feel really hurt and don’t want to continue. The reality is that you have to push through. If I had given up quickly, I certainly wouldn’t be here today.”

By Kimberly WeisulEditor-at-large, Inc.com

Source: It Took Canva a Year to Make Its First Technical Hire. Now It’s a Hiring Machine

29K subscribers
A behind the scenes look at the amazing team behind Canva, hope you enjoy watching the video as much as we enjoyed making it!

How This Founder Learned to Trust Her Gut and Grow Her $3 Million Probiotics Company

When it comes to business, Harris would rather listen to her own instincts than to advice from well-meaning MBAs: “If they knew exactly how to do it, they’d be doing it,” she says. “We’re learning as we go, and trusting our gut has been the best lesson so far.” Here, Harris holds a symbiotic culture of bacteria and yeast–scoby for short–which ferments kombucha.
Amy Lombard

After Ashley Harris and her family began experimenting with probiotics at a doctor’s recommendation, they saw digestive issues clear up, eczema disappear, and moods improve. She wanted to help other families overcome similar ailments, so in 2015 she founded LoveBug Probiotics, a New York City-based supplements business that grew its revenue 2,621 percent in three years, and landed deals with major retailers like Target and CVS. Despite having limited business experience, here’s how she pulled from her previous career as a 19th-century European paintings​ specialist at Sotheby’s to get LoveBug started. –As told to Anna Meyer

We launched selling our products on Amazon and on our website. But those early days were tough. The space is competitive, and my startup didn’t have the kind of budget for marketing that other probiotic companies have.

With my art background, I focused on creating bold-colored packaging and tongue-in-cheek branding messages like “Feel good from the inside out” and “Yeast is a beast.” It helped us stand out among competitors that had very clinical marketing and branding. Our approach resonated with customers, and incoming positive Amazon reviews helped more and more eyes land on our page. By the end of that first year, my startup took in around $115,000 in revenue.

Amy Lombard

In 2016, my instincts and art background served me again: I traveled to Anaheim, California to an industry trade show, Natural Products Expo West, to create an over-the-top display booth with Ikea furniture and bookcases that I put together on the spot. Throwing a corporate banner over a folding table wasn’t going to cut it. Compared to the bland, run-of-the-mill corporate booths around us, we stood out and buyers from national retailers all came looking, and after hearing my story, became interested in doing business.

Fast forward three years, and by the end of 2018, I grew the brand 2,621 percent, landed deals with national retailers like Target and CVS, put product through the doors of more than 10,000 retail locations, and brought in over $3.1 million in revenue in 2018.

Courtesy Company

As a first time founder with a background in art and literature, a lot of well-meaning people with MBAs told me how I should run my business. I felt pressured to listen to them, but I learned to trust my own instincts. If they knew exactly how to do it, they’d be doing it. My team and I are learning as we go, and trusting our gut has been the best lesson so far.

In addition to growing my business, I like to experiment with fermenting probiotic-rich foods in my own kitchen. From wild yeast in a homemade bread starter that produces an insanely satisfying sourdough bread, to lacto-fermented pickled vegetables that add the needed balance to a dish, or to the yeast and grape fermentation that makes a varietal of wines–fermenting has been a joy to experiment with.

Fermentation requires balancing acidity, temperature, and time, and I’ve grown to view my business the same way. It’s not just about how fast you can scale, it’s about putting the right things in and letting it grow.

 

By: Anna Meyer

 

Source: How This Founder Learned to Trust Her Gut and Grow Her $3 Million Probiotics Company

1.55K subscribers
After the review, check out our list of the 10 Probiotic Supplements! http://www.probioticsguide.com Want to know what I think of this probiotic? This is an in depth review of Lovebug Probiotics. See what real experts and actual users have to say about this probiotic supplement! People are always asking me which probiotic is best. In this review I’ll go over everything you need to know about this one. Here’s a breakdown of what I’ll cover: First, I’ll give you my overall rating of the product based on how it compares to all the other probiotics I’ve tried. You don’t want to miss this part! Then, I’ll tell you how easy or difficult it is to use. This includes the size of the pills, the taste and what form they come in. There are so many options nowadays, so I break it down for you. Next, I talk about the ingredients and strain profile. There are many strains out there and they all target different things. At the end of my Lovebug Probiotics review I’ll go over any side effects I got while using the probiotic. These include both positive and negative things I experienced. To sum it up, if you want to learn all about this probiotic, I’d recommend checking out the full video. Here’s our list of the 10 best probiotics! http://www.probioticsguide.com/best-p…

 

How MarQuis Trill Gained Millions Of Followers And What He Can Teach You About Millennial Marketing

The U.S. Census Bureau predicts that millennials are projected to outnumber Baby Boomers as the largest living adult generation in America. With the millennial generation making up such a huge portion of American consumers, it is imperative that companies understand how to effectively market products and services to this group. For this generation, social media has become an integral part of their lives. Many companies have taken notice and are using social media to craft their marketing strategies, however, many organizations struggle to understand and determine how to successfully capture the attention of millennial consumers.

One person that companies can learn a lot from is MarQuis Trill, a social media influencer, investor, and entrepreneur who has figured out how to authentically gain and capture the attention of young audiences. MarQuis made his social media debut on Myspace in 2003, at the tender age of 12. In 2017, he was listed as one of the most influential people on the internet. Now, through his social media platforms, MarQuis reaches millions of people every month, with a large percentage of his audience being millennials and Generation Z. After deciphering the formula for success, MarQuis started an agency called Entertainment 258, which is focused on helping businesses, influencers, athletes and artists develop and expand their brands. What are companies getting wrong when it comes to millennial marketing strategies?

How does MarQuis keep his audience engaged? What are some best practices when it comes to millennial marketing on social media? MarQuis sat down with Forbes to discuss these questions and more.

Janice Gassam: Who is MarQuis Trill? How did you develop such a huge following on social media?

 MarQuis Trill: It basically developed in college. I went to Prairie View A&M University on a full-ride scholarship. I had a chance to go to other big schools like Baylor, Texas A&M, USC…but I decided to go to an HBCU, just to change the culture…once I started attending the school, I saw the culture of the community. I went from playing basketball to [be] an artist, to [be] a promoter online and it just grew from there. I always had that marketing strategy inside me and my school kind of just brought that out of me.

Gassam: What are some mistakes that companies make when it comes to branding and marketing to millennials?

Today In: Leadership

 Trill: I think companies are getting things wrong, first, inside the company itself. They’re hiring people that are not a part of the culture—that’s the first thing. Everything we see on TV is a copy. We’ve seen multiple videos, multiple commercials from our favorite influencers. The people that work in those places are copying exactly what the millennials are doing, instead of coming to us and collaborating with us and actually hiring us and giving us jobs…instead of paying an influencer, how about hiring an influencer? It should start inside.

Second…I call it ‘camouflage marketing.’ And what camouflage marketing is, is when you’re marketing something, but it’s not focused on the actual brand. So that could be merchandise, that could be accessories, that could be sponsorships, that could be a flash of your logo…I think they should focus more on that, and creating cool content…collaborations, collaborations, collaborations. As time goes on, a 13-year-old turns 21…you always have to change…you always have to connect with the millennials and with the new generation.

If you don’t do that, you’re going to be disconnected. Once you become disconnected, it doesn’t matter if you’re a million-dollar company or a billion-dollar company—you’re going to lose revenue dollars…that’s what I feel a lot of companies are missing. You don’t necessarily have to hire someone, like a kid, to be the CMO of your entire company, just a collaboration or maybe you can give them a smaller job where they are just over marketing strategies for Instagram…all you need is five millennials in the office space for Twitter and Instagram and you’re going to have a hundred thousand followers, a million followers and they’re going to run it all for you…they don’t need big budgets because they’re young kids and as time goes on and they start doing more for your company, you’ll be able to pay them anyway.

 

Gassam: What are some trends you anticipate on social media when it comes to millennial marketing?

 

Trill: Well…it’s always something new and something fresh…what I try to focus on is fast news and fast content. That’s where you’ll get most of the engagement and most of your following from. That’s how I grew my following originally. I was taking videos from YouTube and putting them on Twitter. I was taking videos from Facebook and putting them on Twitter because different platforms have different videos and different followings. Something that’s been posted on YouTube probably hasn’t been seen by the people on Twitter…Twitter, Instagram, Snapchat, Facebook, they don’t all have the same following.

Different people get on different platforms because they like the functionalities of that platform. Kids that are on TikTok might not necessarily be on Twitter. People that are on Snapchat might not necessarily use Instagram all the time. That’s what people fail to realize. Every single influencer, they may not have every single social media platform. That’s where a lot of people miss out on…Twitter is for news information and text. Instagram is for pictures. Snapchat is for, right there on-the-spot videos. Basically, live videos…TikTok, [for] six seconds dancing. You have to be creative…young kids are on [TikTok] all the way from eight years old all the way up to 21.

 

Gassam: So, companies need to learn that they can’t post the same social media content on every single platform and expect it to stick?

 

Trill: Exactly. They also have to use camouflage marketing. Using influencers, creating dope content that doesn’t necessarily have anything to do with their products. They can flash the product in between the content or at the end or the person that’s inside the content can actually say the product. It can be a one-minute music video and five seconds out of the music video, that artist is pouring cheerios…he’s not necessarily saying ‘I eat cheerios.’ Now the consumer and the person that is watching the content, they’re smarter now…they know what’s fake, they know what’s an ad now…with the rules and everything you even have to put ‘ad’ or ‘promo’. So now, when you put that, your engagement goes down even more…you have to do it in a camouflage sense.

 

Gassam: Is there a social media platform you would recommend companies use when marketing to millennials?

 

Trill: It depends on what their product or service is. If you’re selling merch, I would definitely say go with Instagram and YouTube. If you’re already a super known company, I would say go with Twitter because the engagement there reaches faster…you get more retweets, you get more favorites, more impressions. If you’re trying to sell anything, if you’re trying to become a brand yourself, if you’re trying to conquer a market, I would say use YouTube because Google owns YouTube and they create all [the] SEO that’s on the internet…when you search something like ‘how to dance,’ whoever made a video on ‘how to dance’ on YouTube, that’s what’s going to pop up for a search and that’s free marketing, free viewership for the person, influencers or brand that made that video. Now content is becoming the search. That goes for marketing and branding as well.

 

Gassam: How can companies stand out to millennials on social media?

 

Trill: They should be more direct with the consumer. The consumer is getting smarter because they’ve seen so much content, so they can tell if something is fake, something is real, something is being promoted and they won’t engage as much to it. If the consumer and the people that are selling products, if they intertwine and they come more direct with people that are in the communities…then that’s when you start getting more product sales and more distribution in your product. I wouldn’t buy anything that I’m not tapped into or that I didn’t see anyone else wearing.

iPhone is hot because everyone has an iPhone, not because it’s the best phone…they keep developing different products. They have apps, they have iTunes, they have podcasts…they’re tapped into every culture…they’re basically competing against themselves…subscription-based is what’s coming next. AR is coming next, virtual reality is coming next. And these are the things that these companies need to focus on…someone will always develop something new; someone will always come up with something that’s greater than the other platforms.

Gassam: Popeyes recently came out with a very successful marketing campaign for their new chicken sandwich. Should companies copy these campaigns in order to be successful? In regard to the millennial consumer, do you think controversy sells?

 

Trill: I wouldn’t say copy. But they should come up with their own strategy. Once you see something so much, you are making the consumer smarter. Your next marketing campaign is going to have to be harder.

I think controversy is always great…but if you’re deliberately doing things on purpose and expecting a great outcome, nine times out of ten, it might not go your way. But if you have a whole marketing strategy behind it and if you know exactly what you’re doing and where you’re trying to go, then it’s definitely going to work…we don’t have to pay for press.

This interview has been lightly edited for brevity and clarity.

To learn more about MarQuis, visit his website or connect with him on Instagram.

Follow me on Twitter or LinkedIn. Check out my website.

I grew up in five different states and across two continents, which was the catalyst to my interest in diversity. My ultimate goal is to help leaders infuse more love into the workplace, creating a culture that is more equitable and productive. Currently, I work as a professor at Sacred Heart University, teaching courses in management. In addition, I am a consultant, helping organizations create a more inclusive environment. I earned a Ph.D. in applied organizational psychology from Hofstra University, and I enjoy conducting research in the areas of diversity, equity, inclusion, hiring, selection, and leadership.

Source: How MarQuis Trill Gained Millions Of Followers And What He Can Teach You About Millennial Marketing

294K subscribers
Social media influencer “MarQuis Trill” aka @6billionpeople shows you how he got thousands to millions of followers on Twitter and Instagram. MarQuis Trill has over 1 million followers on Instagram and over 4.5 Million on Twitter. Watch the video, susbcribe, follow and support the movement. Click the link below to subscribe to my youtube account. http://www.youtube.com/subscription_c… “MarQuis Trill” Instagram http://www.Instagram.com/MarQuisTrill… Download Songs – https://itunes.apple.com/us/artist/ma… For Booking or Features Visit ( http://MarQuisTrill.com ) | Email: Marquistrillbooking@gmail.com Download Mixes from DJ 6BillionPeople for free here — http://www.Soundcloud.com/Marquistril… Follow Me on all social networks Twitter http://www.twitter.com/6BillionPeople Instagram http://www.Instagram.com/Marquistrill… Facebook http://www.Facebook.com/Marquis-trill Company http://www.entertainment258.com Personal Website – http://MarQuisTrill.com Follow – https://twitter.com/6billionpeople Instagram – http://Instagram.com/MarQuisTrillShow MarQuis Trill Albums- Dreams Happen, Twerk Radio, Twerk GOD & 100K Followers Subscribe To The Channel for more Video & Music Support the TRILL Movement Buy MarQuis Trill Music — https://itunes.apple.com/us/artist/yo… More Music on Itunes —https://itunes.apple.com/us/artist/ma…. Buy MarQuis Trill Lastest Album – http://youngsolar.bandcamp.com/ Download Free Album – http://www.datpiff.com/Young-Solar-Ma… MarQuis Trill Free Music — http://www.Hulkshare.com/MarQuisTrill Soundcloud – http://soundcloud.com/Marquistrillmusic

Tim Cook, Mark Zuckerberg, Sheryl Sandberg, and Other Tech Leaders Share Their Favorite Summer Reads

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  • When they’re not busy ideating in Silicon Valley, tech execs like to settle down with a beach read.
  • NBC reporter Dylan Byers rounded up book recommendations from tech CEOs in a summer reading list for his newsletter.

For folks seeking an elevated beach read this summer, NBC reporter Dylan Byers asked six tech executives for summer reading recommendations in his newsletter.

Read on for book recommendations from Mark Zuckerberg, Sheryl Sandberg, Tim Cook, and more.

Mark Zuckerberg — Facebook, CEO

Getty

The Last Days of Night by Graham Moore.

A novel about who really invented the lightbulb by the screenwriter behind the Oscar-wining film “The Imitation Game.” It features the intertwining stories of Nikola Tesla, Thomas Edison, and George Westinghouse.

Sheryl Sandberg — Facebook, COO

Reuters

The Moment of Lift by Melinda Gates

Philanthropist Melinda Gates writes about the importance of empowering women, and how that action can change the world.

Tim Cook — CEO, Apple

Getty

When Breath Becomes Air by Paul Kalanithi

When a young Stanford neurosurgeon is diagnosed with lung cancer, he sets out to write a memoir about mortality, memory, family, medicine, literature, philosophy, and religion. It’s a tear-jerker, with an epilogue written by his wife Dr. Lucy Kalanithi, who survives him, along with their young daughter.

Shoe Dog by Phil Knight

A memoir by the creator of Nike, Phil Knight.

Dawn Ostroff — Spotify, CCO

Richard Bord/Getty Images

Educated by Tara Westover

Westover, raised in the mountains of Idaho in a family of survivalists, didn’t go to school until she was 17. She would go on to earn a PhD from Cambridge University. This memoir chronicles her path towards higher education.

Evan Spiegel — Snap, CEO

Mike Blake/Reuters

Mortal Republic by Edward Watts

A history of how ancient Rome fell into tyranny.

Jeffrey Katzenberg — KndrCo

Getty Images / Larry Busacca

21 Lessons for the 21st Century by Yuval Noah Harari

Written in 2018, Harari addresses technological and political challenges that humans will have to tackle in the 21st century.

White Working Class by Joan C. Williams

Williams, a law professor, writes “Class consciousness has has been replaced by class cluelessness — and in some cases, even class callousness.”

Rebecca Aydin Business Insider

Warren Buffett Says He Became a Self-Made Billionaire Because He Played by 1 Simple Rule of Life

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Berkshire Hathaway chairman and CEO Warren Buffett will always be remembered as an investing luminary. But so often you’ll find Buffett expounding on things outside of his investing mastery.

In HBO’s 2017 Becoming Warren Buffett documentary, Buffett taught a group of high school students not about money advice but about how to live a good life, and how becoming a good person means you’ll also become a successful business person.

It’s what was passed on from Buffett’s father to Warren–the principle of having an “Inner Scorecard” rather than an “Outer Scorecard.” Either one can get you to success, but one matters more than the other. Buffett said:

The big question about how people behave is whether they’ve got an Inner Scorecard or an Outer Scorecard. It helps if you can be satisfied with an Inner Scorecard.

Unpacking Buffett’s “inner scorecard” principle

An outer scorecard is what most people have or want, often driven by hubris, greed, or a life lived off-balance. It’s an external measure of success that attempts to answer elusive questions like, “What do people think of me, my success, my image, or my brand?”

The inner scorecard is intrinsic and it defines who you are at the core of your values and beliefs. The focus is on doing the right things and serving people well instead of on what other people think of you. In one simple but hard-to-attain word in business, it’s about being authentic.

 

The inner scorecard has been the Warren Buffett way and what has worked for the self-made billionaire his entire life. It’s taking the higher road and it’s paid off for Buffett.

Investor and author Guy Spier writes in his book The Education of a Value Investor, “One of Buffett’s defining characteristics is that he so clearly lives by his own inner scorecard. It isn’t just that he does what’s right, but that he does what’s right for him … There’s nothing fake or forced about him. He sees no reason to compromise his standards or violate his beliefs.”

Here are four examples of how living by your own inner scorecard can lead to success, as it has for Buffett.

1. Start with what you teach your kids.

In Alice Schroeder’s The Snowball: Warren Buffett and the Business of Life, she quotes Buffett offering a parenting tip: “In teaching your kids, I think the lesson they’re learning at a very, very early age is what their parents put the emphasis on. If all the emphasis is on what the world’s going to think about you, forgetting about how you really behave, you’ll wind up with an Outer Scorecard. Now my dad: He was a hundred percent Inner Scorecard guy.”

2. Beware of whom you hang out with.

One summer after graduating from Columbia University, Buffett had to fulfill his obligation to the National Guard and attend training camp for a few weeks. That experience taught him one incredible lesson: hang around people who are better than you.

Buffett said in The Snowball, “To fit in, all you had to do was be willing to read comic books. About an hour after I got there, I was reading comic books. Everybody else was reading comic books, why shouldn’t I? My vocabulary shrank to about four words, and you can guess what they were.

“I learned that it pays to hang around with people better than you are because you will float upward a little bit. And if you hang around with people that behave worse than you, pretty soon you’ll start sliding down the pole. It just works that way.”

3. Don’t forget the only two rules of investing you’ll ever need.

Buffett pares down his inner scorecard investment philosophy to two simple sound bites. He says, “Rule No. 1: Never lose money. Rule No. 2: Never forget rule No. 1.”

Yes, he’s made billions but he has also personally lost billions–about $23 billion during the financial recession of 2008. What Buffett alludes to here is mindset–having a sensible approach to investing. That means doing your homework, finding sustainable businesses with good reputations, and avoiding being frivolous and gambling away your money. Buffett never invests prepared to lose money, and neither should you.

4. Never waver away from what matters most to you.

Buffett’s success is not so much about what he has done as it is about what he hasn’t done. With all the demands on him every day, Buffett learned a long time ago that the greatest commodity of all is time. He simply mastered the art and practice of setting boundaries for himself.

That’s why this Buffett quote remains a powerful life lesson. The mega-mogul said:

The difference between successful people and really successful people is that really successful people say no to almost everything.

This advice speaks directly to our inner scorecard. We have to know what to shoot for to simplify our lives. It means saying no over and over again to the unimportant things flying in our direction every day and remaining focused on saying yes to the few things that truly matter.

 

By:  Marcel Schwantes Founder and Chief Human Officer, Leadership From the Core@MarcelSchwantes

 

Source: https://www.inc.com/marcel-schwantes/warren-buffett-says-he-became-a-self-made-billionaire

 

 

The Tragedy Behind The Death of Former Billionaire V.G. Siddhartha, India’s Coffee King

As young man, V.G. Siddhartha struggled to find the right path for himself. Perhaps the armed forces? No, no—a failed entrance exam to India’s National Defense Academy put the kibosh on that idea. What about community activism? “I was impressed by the philosophies of Karl Marx,” Siddhartha recalled a few years ago, “and really thought I would become a communist leader.”

After graduating from St. Aloysius College in southern India, he struck out into the provinces, eager to put Marx’s maxims to work raising the fortunes of the poor. This proved as impractical as military service. The countryside was rife with corruption and nepotism, impeding any progressive agenda. “India was so poor that there was no scope to become a Robin Hood,” Siddhartha said. “That’s when I realized that rather than being a wealth distributor, I should become a wealth creator.”

He did just that, founding India’s largest coffee-shop chain, Coffee Day Enterprises, a $572 million-in-sales business (with more than 10,000 employees) that persuaded a country raised on tea to consume something else entirely. It made him a wealthy man, one of the richest in India and, for a brief moment after Coffee Day’s 2015 IPO, a billionaire. Siddhartha came to represent everything India dreamed of becoming: a modern nation where entrepreneurs could brew new ideas, changing their lives and the circumstances of everyone connected to them as a result. That’s a radical notion for a nation constricted by millennia-old rigidity around class, structure and expectations. Siddhartha was fully aware of this. “If I was born 20 years earlier, I would have surely failed,” he said in 2011.

In death, Siddhartha, whose body was found Wednesday morning in the Netravati River in an apparent suicide, will likely also come to represent grimmer realities: the limits of the Indian economic miracle, the constraints of creating a business within a developing market, and the alleged harassment by government officials, which would have been not unlike the corruption that disgusted him in the first place.

Siddhartha was reared on coffee, his father’s family longtime plantation owners in. He resisted following tradition, though, and after college, in 1983, he took two busses from the countryside to Bombay, where he talked his way into a meeting with one of the country’s biggest stock-brokerage businesses. (He’d read about investing in a magazine and found it interesting.) To be more precise, Siddhartha charmed the secretary of the firm’s chief executive, Mahendra Kampani, and with the secretary’s help, showed up at Kampani’s office one day.

“The first thing was, I felt intimidated by the two elevators [at the Bombay office]. I had never taken an elevator in my life. So I climbed up the six floors,”  Siddhartha later described that first day. From there, he reached Kampani’s inner sanctum. “He asked me who I was. I told him that I had come all the way from Bangalore, and I wanted to work for him. … I had never seen an office as large as his. … He said he would take me in, but he had no idea who I was.”

Quickly Siddhartha proved to be a natural. “If I started with $1,000, I made a $3,000 by the end of the day’s trade,” he said. By his own estimate, it took him only a year and a half to learn the brokerage game and build up enough wealth to launch his own book back in Bangalore. He started funneling profits into coffee plantations, amassing 2,500 acres by 1992.

Around then, the Indian government pared back regulations on coffee growers. Before, they had been forced to sell to a national clearinghouse for 35 cents a pound, less than half what the beans could fetch overseas. As the rules fell away, prices for coffee began to rise. They hit $2.20 a pound in 1994 when a freeze in Brazil decimated that country’s crop. Siddhartha picked up the slack, fulfilling orders for 4,000 tons. The unexpected boom paved the way for another idea: a string of coffee houses, modeled on a similar idea he’d seen in Singapore. In 1994, Coffee Day Enterprises opened its first 20 stores. Siddhartha was “constantly thinking and creating, never happy to rest on his success,” says Nandan Nilekani, a friend and former CEO of Infosys Technologies, an Indian technology-consulting business.

Since Siddhartha owned coffee farms, he could cut away many of the middlemen who added expenses to his rivals; he even milled timber from his properties and turned it into furniture for his restaurants. Coffee Day really took off once he added computers with internet access to his locations, creating some of India’s first cyber cafes.

What Siddhartha loved more than coffee was working, and he celebrated New Year’s Eve 2009 in a Coffee Day, taking notes on how to improve service—and going behind the counter to see firsthand how customers treated his employees. “I was simply amazed how indifferent people are to those who serve. Three rich women came, ordered their drinks, did not once look at me, and settled the check, did not care to tip me, but worse, did not say a ‘thank you’ before leaving for someplace else where revelry awaited them,” he said. “It shocked me because it was New Year’s Eve. I thought people would be nice to others because they themselves were in such a joyous state of mind.”

His industriousness was getting noticed. The following year, a group of investors, including famed KKR, put $200 million in Coffee Day for a 34% stake. Revenue was then around $200 million, and sales nearly doubled within four years, the point when Siddhartha took his company public. His caffeinated kingdom extended across India, to 1,513 cafes in 219 cities. But to keep expanding, Siddhartha grew addicted to something that would, apparently, weigh heavily on his mind at the end of his life: debt financing. Coffee Day’s total liabilities blossomed from $189 million in 2011 to $758 million last year.

Earlier in 2019, Siddhartha began searching for a way to answer demands from his growing mountain of creditors. He tried, futilely, to talk Coca-Cola into buying a stake in Coffee Day and explored other asset sales, desperate to widen his cash stream. In a more mature economy, he might have secured different sorts of funding from the beginning—presumably the private equity investors he attracted in 2010 pushed him to load up on debt—or had the opportunity to borrow at less onerous rates. We’ll never know what would have happened had that been the case. But on July 29, Siddhartha switched his phone off, instructed his driver to take him to the Ullal Bridge over the Netravati River, got out of the car and was never seen alive again.

Purportedly, Siddhartha left behind a note, outlining the grief that drove him to his tragic end. He highlighted harassment from a tax official, prompting outcries from Indian politicians that the government has not done enough to boost entrepreneurs like Siddhartha and tamp down on corruption. Siddhartha also mentioned needing to borrow a large sum from a friend to stay afloat and, of course, mounting pressure from lenders. “My intention was never to cheat or mislead anyone, I have failed as an entrepreneur,” the letter reads. “This is my sincere submission, I hope someday you will understand, forgive and pardon me.”

The missive’s authenticity has not been verified. But its ending is certainly very Siddhartha, a cool-minded tabulation and twin insistences: that he hoped his assets would outweigh his liabilities and that, in the end, his family and business “can repay everyone.”

At Forbes, I cover the world’s wealthiest capitalists, as well as other entrepreneurs. For ForbesLife and Forbes’ lifestyle pages, I write about life’s greatest indulgences, including the finest chefs, food and booze

 

Source: The Tragedy Behind The Death of Former Billionaire V.G. Siddhartha, India’s Coffee King

Australian Billionaire James Packer’s Fortune To Fall After Deal To Sell Part of Crown Casino

Australian casino mogul James Packer agreed to sell nearly 50% of his remaining stake in Crown Resorts Limited to Macau billionaire Lawrence Ho’s Melco on Thursday. The deal will close in two tranches—one in early June and the other in late September.

Melco also said that it’ll pursue a larger stake in Crown as well as board seats, pending regulatory approvals. The $1.22 billion (A$1.75 billion) purchase price is a tiny premium—not even 1%—over Crown’s closing price Thursday. On Friday, Crown’s stock dropped 3% on the Australian Securities Exchange from the previous day.

Forbes calculates Packer’s net worth at about $3 billion, based on the $850 million he’ll likely receive (net of taxes), and Friday’s closing stock price. That’s a drop of $600 million since January when we published our ranks of Australia’s Richest. At the time he was the nation’s ninth richest person, worth $3.6 billion.

It’s quite a comedown for Packer, whose father was considered one of Australia’s most successful entrepreneurs. Kerry Packer, who died in 2005, owned Australia’s leading television network and the country’s biggest swath of magazines. Kerry had inherited a media company from his father, Sir Frank, and grew it into a broadcasting and publishing empire worth $5 billion. James Packer seemed up for the job, and was initially lauded for reinventing his father’s empire by selling most of the Packer family media assets to a Hong Kong-based private equity firm for $4 billion across two deals in 2006 and 2007 and moving into casinos. A decade ago, James Packer was the nation’s richest person. Five years ago, his net worth peaked at $6.6 billion. Today he’s worth less than half that.

This is not the first time Melco and Crown have done business. The two companies partnered in 2004 to develop and operate casinos in Macau. The partnership ended in 2017 when Packer sold his Macau assets back to Melco to focus on his Australia-based casinos.

Lawrence Ho, CEO of Melco, who like Packer is the son of a powerful, legendary entrepreneur (97 year old Stanley Ho, who retired last year), is currently worth $2.1 billion, according to Forbes. Most of his net worth is tied up in Melco, in which he owns an approximate 54% stake.

Currently, the biggest project for Crown is its $1.5 billion casino in Sydney, which is slated to open in 2020.

Earlier this year Packer tried to cash out of Crown. In April, Wynn Resorts, which was founded by billionaires Steve and Elaine Wynn, explored taking over Crown for $7 billion. But hours after Crown announced the proposed deal, Wynn Resorts issued a statement saying it was off due to “premature disclosure.”

Packer stepped down from Crown Resorts’ board in March 2018. Four months later, he resigned from the board of his family company Consolidated Press, which he and his sister inherited from their father.

According to the Sydney Morning Herald, Packer has been seeking a lower-profile life since stepping down from Crown’s board. “He definitely wants an easier life, and a less-stress life,” one colleague told the paper. “No doubt about that.”

Packer’s board exits were reportedly due in part to mental health issues, following a tough year when Crown exited its Macau and U.S. gambling investments.

Packer, who has three children living in Los Angeles with his ex-wife, Erica Packer, also finances Hollywood films via his RatPac Entertainment, which he cofounded with Brett Ratner, who directed the Rush Hour film series and X-Men 3: The Last Stand.

I cover the world’s richest people as a member of the Forbes Wealth Team. Before Forbes, I was a staff writer at Inc. magazine, covering entrepreneurs doing business

Source: Australian Billionaire James Packer’s Fortune To Fall After Deal To Sell Part of Crown Casino

Three Conclusions From The 2019 Berkshire Shareholders Meeting

A Berkshire Hathaway shareholder arranges her shopping next to a large drawing of Chairman and CEO Warren Buffett, during a shareholders shopping event in Omaha, Neb., Friday, May 3, 2019, one day before Berkshire Hathaway's annual shareholders meeting. An estimated 40,000 people are expected in town for the event, where Chairman and CEO Warren Buffett and Vice Chairman Charlie Munger will preside over the meeting and spend hours answering questions. (AP Photo/Nati Harnik)

A Berkshire Hathaway shareholder arranges her shopping next to a large drawing of Chairman and CEO Warren Buffett, during a shareholders shopping event in Omaha, Neb., Friday, May 3, 2019, one day before Berkshire Hathaway’s annual shareholders meeting. An estimated 40,000 people are expected in town for the event, where Chairman and CEO Warren Buffett and Vice Chairman Charlie Munger will preside over the meeting and spend hours answering questions. (AP Photo/Nati Harnik)

ASSOCIATED PRESS

Berkshire Hathaway’s shareholders’ meeting as in past years yielded various insights on Warren Buffett’s and Charlie Munger’s insights on the markets, politics, tech stockspast mistakes and many other topics.

Further Buybacks On The Cards

It should come as no surprise that Buffett and Munger are considering further buybacks of Berkshire stock. With a large, and growing, cash pile and limited deal opportunities to date, they are likely to use cash to repurchase Berkshire shares as the fallback option. In fact, the pair used answers to certain questions, such as regarding Brexit in the U.K. to remind the audience that they are very willing to make acquisitions in Europe should they see the right deal at the right price. They feel that Berkshire is typically considered for deals in the U.S.. Yet, internationally they have more work to do to have Berkshire in consideration for a large business sale. Still, the emphasis on buybacks suggests that there is little in the deal pipeline for now, though of course that could change quickly. Buffett and Munger would love to see more attractive deals, but absent attractive opportunities, stock buybacks are the default.

Another Bite Out Of Apple?

Buffett and Munger were both very positive on current holding Apple, and Apple CEO Tim Cook was also at the event. It seemed clear that Buffett was quite willing to up his Apple stake at the right price.

Various objections such as potential regulation of Apple’s app store were raised in questions, though Buffett didn’t dismiss those concerns entirely, he mentioned that what has hurt the most is that the stock has gone up. That, the CEO’s presence and the fact that Buffett didn’t go out of his way to make the detailed bull case on Apple all suggest he make be angling to up his stake at the right price, even though Apple is currently Berkshire’s second largest public holding behind Coca-Cola.

A More Flexible Approach To Value Investing

Over his lifetime, Buffett’s investing approach has evolved and it continues to. In his early years, Buffett loved buying so-called cigar butt stocks, as popularized by his early mentor Ben Graham. This means stocks that may have been poor companies, but were trading well below the value of assets that could be sold realizing a profit for investors. Such deals are harder to come by now. As such Buffett looks more for great businesses at reasonable prices, a direction that Munger has clearly prodded him in. However, now Buffett talks of value investing in broader more creative terms, such that any stock where the likely expected cashflows exceed the price can be attractive, even if not cheap in on the traditional metrics and ratios associated with value investing.

So though Buffett’s approach continued to be refined, its core principles remain the same in looking for great businesses at attractive prices with sound management in place. In reviewing Buffett and Munger’s comments, one is left with the feeling that they are seeing few bargains in this market and buybacks paired with watching and waiting for certain key holdings such as Apple to fall so they might add more is the current strategy. Aside, from the comments at the meeting, the fact that the company is sitting on over $100 billion of cash and short-term securities at the end of 2018 reinforces that Buffett and Munger aren’t seeing the opportunities they would hope for in the current environment.

Articles educational only, not intended as investment advice.

Follow @simonwmoore on Twitter. Simon is Chief Investment Officer at Moola, and author of Digital Wealth (2015) and Strategic Project Portfolio Management (2009).

Source: Three Conclusions From The 2019 Berkshire Shareholders Meeting

10 Small Business Apps, Services And Tech Platforms Every Entrepreneur Should Know About

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If you want to know the best place to keep up with technology for your business, follow my weekly tech roundups for entrepreneurs each week. You’ll learn because I’m always learning.

So what have I learned? Businesses that invest in the right technologies are assuring future growth and success.  I’ve also learned that there are a few apps, services and technologies – about ten categories in all – that are critical for small businesses in 2019. So in honor of National Small Business Week, I thought it would be helpful to share.

Customer Relationship Management

Don’t be fooled by CRM. People like to complicate this stuff and it’s not that complicated. It’s just a database of every person and company who you do business with – from prospects and customers to vendors, suppliers and partners. A great CRM system will integrate with your email and calendars and ensure that nothing falls the cracks and everyone in your company is sharing the right information. It will be mobile, include workflows and automation and integrates with tons of other great apps to do marketing and other functions. If implemented the right way (which is easier said than done) it will be an instrumental asset to your organization. There are many great CRMs for small businesses. I recommend looking at Salesforce.comMicrosoft Dynamics and Zoho CRM.

Managed Service Providers

If your inventory, order entry or other business critical application is older or located on your internal server you need to move it out of your office and into the hands of a managed service provider. Well-managed service providers will ensure that your data is secured as best possible and will likely have better security tools that you have internally. Your applications can be accessed by your team from anywhere and on any device. Many of them rely on public cloud services from Amazon, Google and Microsoft and that’s fine. With internet speeds hitting 5G, a well-managed service provider will deliver the performance, reliability and accessibility of your data at a cost that makes sense. Recommended providers include Right NetworksCloudJumper or any number of information technology firms.

Cloud Accounting

If your accounting application is located on your server, it won’t be for long. That’s because most accounting vendors are moving quickly to the cloud. It makes sense for them, and for you. You pay a monthly fee and they get a revenue stream. In return, the software provider can provide faster support, upgrades and technical services. Cloud applications are also much easier to integrate with each other. Today’s cloud accounting apps provide the added benefit of doing invoicing, cash receipts or retrieving reports from any device, anywhere. It’s a crowded field of cloud accounting options so do your due diligence and lean towards good companies with big communities. I see QuickBooks OnlineXero, and FreshBooks being used often by business owners.

Back in the day, there wasn’t much you could do with a scanned invoice or document other than file it away. But with today’s Optical Character Recognition technology there’s a growing crop of applications that can extract data from any scanned document – from vendor invoices to airline receipts – and put it in a format so that someone in your office can easily review and then import into most popular accounting applications. This saves time, improves accuracy and cuts overhead. Recommended applications: Bill.com, EntryLessExpensify.

Human Resources

HR platforms are exploding and, in my opinion, any company with more than five employees should have one. Why? Because they’re affordable and with a good HR platform your employees will be able to – usually through a mobile app – track payroll, update forms, schedule vacation, alert for sick days and even manage their performance reviews. The more your employees use the application, the less administrative time will be needed by your office staff – and that means less overhead and more productivity. Check out: PaychexGusto and BambooHR.

Office Collaboration

Back in the day, there were telephone calls, instant messaging, text messaging, emailing and lots and lots of yelling. Yes, we’re still yelling. But the good news is that today’s office applications have brought all those other things together under one umbrella so that your employees can conduct their communication, document management and collaboration activities – including video calls, file storage and sharing, messaging as well as alerting and reminders – from any device and wherever they are. Not only that, but today’s collaboration and communication systems have powerful searching tools to find old conversations and exchanges. The systems can even be configured for outsiders to access too. Applications that focus on collaboration include Microsoft Office 365Google G-SuiteBox.

Virtual Phones

Our company, like many small businesses, uses contractors and employees who frequently work out of the office. The thought of maintaining an on-premise phone system seems expensive…because it is. That’s why, for the past ten years, we’ve been using a virtual phone service. Our service provides a toll-free number, dial by name directory, voicemail for all users including transcription and archive recordings and…well, you get it: a total phone system (even hardware) that makes my small business look like a big business. I pay by the mailbox (about $12 per month) and love it. Recommended applications: GrasshopperVirtualPBX and Ooma.

E-Commerce and Payment

If you’re in retail then please pay attention to this word: convergence. It means getting a point of sale system that not only works in your store but works online too. That’s because you want to sell your products both from your store and over the web because that’s what successful retailers are doing to thrive. The best point of sale systems not only use tablets (a must for good customer service) and integrate with popular payment services, but they also provide the ability of setting up an ecommerce site that relies on the very same database you’re using in-store. Recommended applications: Paypal, SquareShopify, Magento.

Yeah, yeah, I’m leaving some stuff out. Like email apps (but don’t we all have them by now?) and project management solutions such as Basecamp and Asana.

Cloud Storage

There was once a time when everyone in my company would be saving multiple versions of multiple documents and spreadsheets on their laptops, desktops and our servers. That…was a mess. But not today. Today, we all save to a cloud storage service which synchronizes the files (that we choose) to our respective devices. Everything is updated and I no longer fear what happens if someone leaves their device on the subway. To me, a business without a cloud storage service is a business that’s losing money. Applications that focus on this space: Dropbox, Microsoft OneDriveGoogle Drive.

Security

Ransomware has become a billion-dollar business and that makes sense: it’s finally a way for clever hackers to actually make money with their malware. We read about the stories of hotels, transit systems and city governments brought to their knees by security breaches like this, but we don’t hear of the thousands of small businesses that are also affected. To protect yourself you need to use a good cloud backup service, keep your operating systems updated and use a good security application in your company.  Recommended applications: Carbonite (for backup), Malware Bytes,Barracuda.

What else am I missing? You tell me and maybe I can expand this list in a future column.  In the meantime, take a moment to review the techs, services and apps you’re using in your business. Have you got all the bases covered?

Author’s Note: I have not been compensated by any of the companies listed above to be mentioned in this article. 

 

Gene Marks owns The Marks Group PC, a 10-person technology consulting firm and is also a small business expert, speaker and columnist at other major outlets.

I was a former senior manager at KPMG and since 1994 the owner of the Marks Group PC, a 10-person customer relationship management consulting firm based outside Philadel

 

Source: 10 Small Business Apps, Services And Tech Platforms Every Entrepreneur Should Know About

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