Facebook LinkedIn 0 Ideal You Weight Loss Google+ By Share. on February 3, 2016 A Sensible Weight Loss Program that Teaches Dieters How to Eat Smarter & Maintain Their ResultsSince 2007, through Ideal You Weight Loss (IYWL), Travis and Katie Davis, RN, BSN have helped over 1,200 Central Oregonians lose 18,900 pounds and 17,330 inches.They warmly share, “We are humbled to look back at the hundreds of clients who we have already served and we are proud of the team we have in place to coach the steady growth of new dieters seeking us out. Ideal You is prepared for rapid growth spurred on by a shift from treating symptoms to preventative healthcare, as well as the availability of pre-tax medical spending programs. Losing excess fat improves pancreas function and lowers blood pressure. It is the ultimate preventative healthcare measure.”IYWL provides a medically managed diet service with a two pronged approach. First, clients are provided unmatched support. Clinic visits with weight loss coaches happen weekly. Medical profiles are developed for clients. IYWL maintains a close relationship with the dieter and their physicians. As clients get healthier, often medication reduction or removal is a result.Second, the clients are given a diet which includes foods found in the supermarket and a protein based product called Ideal Protein. It is available for all dietary restrictions including gluten, dairy, and meat.Utilizing professional support and Ideal Protein, IYWL has found clients are able to transition easily from dieting to regular healthy life habits. Although, after this transition off, clients are encouraged to come back for visits in the clinic for as long as they find helpful.Dieter Rene says, “This program changed my life and the way I will look at food forever. In a short five months, I lost 50 pounds! I am no longer taking blood pressure medicine and my cholesterol is perfect. I tell everyone I can about this program, not only because it was easy and it worked, but I feel better mentally and physically.”2500 NE Twin Knolls Drive, Suite 270, Bend, 541-678-2034, www.idealyouwlc.com, IYWL video https://www.youtube.com/watch?v=Sh1_Ki3J1OE(Photo above: Clinic | Photo Courtesy of Ideal You Weight Loss) Twitter Email E-Headlines, Healthcare Tumblr Pinterest
BOTS DON’T BUY: 5 Tips to Avoid Advertising Fraud 0 Share. By Tom Alexander CEO PK4 Media Twitter Tumblr Email Google+ Facebook on August 17, 2017 Pinterest LinkedIn President Ronald Reagan once famously said about the Soviet Union, “Trust but verify.” While digital advertising is not as much of an existential threat as the Cold War was, the principle of verification very much applies.Since bots don’t buy products or services, brands looking to increase revenue through digital advertising campaigns must demand transparency and understand how campaigns are measured.A recent study from WPP projects that brands will waste $16.4 billion in 2017 on fraudulent advertising traffic and clicks generated by bots. This would more than double the $7.2 billion lost to ad fraud in 2016 as reported by Advertising Age.In January, Procter & Gamble Chief Brand Officer Marc Pritchard challenged the industry to clean things up, “The days of giving digital a pass are over. It’s time to grow up. It’s time for action.”When the world’s largest advertiser speaks, people listen. Google, for example, has agreed to undergo an audit from the Media Rating Council that includes YouTube ad inventory as well as three of Google’s biggest third-party metrics companies: Moat, DoubleVerify and Integral Ad Science.As the CEO of the first Omni-Channel PMP media company, we champion transparency, take pride in our legitimate third-party measured results, could not agree more with Mr. Pritchard and applaud the efforts by Google and Facebook to regain advertiser trust.To help advertisers avoid ad fraud, we collected feedback from world-class clients and developed the top 5 tips to avoid advertising fraud.1) DON’T OVERRELY ON PROGRAMMATIC: Programmatic offers supposed reach but advertisers who rely solely on automation should be cautious. Nearly 30% of the $27 billion spent on open exchanges in 2016 was on invalid traffic (IVT). Many brands are turning to Private marketplace (PMP) companies instead because they have less fraud (12% vs. 30% industry average) and offers higher quality ad inventory on very reputable digital properties.2) MARRY TECHNOLOGY WITH HUMAN OVERSIGHT: Tesla and SpaceX CEO Elon Musk recently said, “If humans are to survive, we must merge with machines.” As more ads pop up on unapproved sites next to inappropriate content or fake news, brands are seeking more control. JPMorgan Chase Chief Marketing Officer Kristin Lemkau, said the company went from having ads on 400,000 websites down to 5,000 sites and be asserting more human control they saw little change in the ROI of their ad spend despite the dramatic drop-off in number of sites. It is all about quality placements.3) MANAGE PUBLISHERS USING TERMS AND CONDITIONS: IAB Standards 3.0 is the basis for all digital media contracts. Within these terms, there is a clause that calls out Sequential Liability. This can be paired with your own terms for the Insertion Order that states no IVT will be paid for. Make sure this is in place so you will not be charged for any impressions that MOAT classifies as IVT. While it is currently impossible to avoid IVT completely, companies that offer a premium inventory mode reduce fraud because publishers know they will not be paid for anything unauthorized. Using this model, PK4 Media has less than 3% IVT as measured by MOAT.4) INSIST ON THIRD-PARTY CAMPAIGN DATA REPORTS: Before signing a contract, confirm campaign performance reports will come from third-party measurement services such as MOAT or Integral Ad Science. While even these sites are in the process of being audited as mentioned above, they are still the industry standard to help mitigate the risk of advertising fraud. If anything, the independent audit will only make these sites stronger.5) FIND WORLD-CLASS DATA SCIENTISTS: IBM assessed that 2.5 quintillion bytes of data are created every day but 90% of it is never analyzed. They predict the demand for data scientists will soar 28% by 2020.The ability for data scientists to assess and turn data into revenue will be the biggest differentiator for businesses in the years to come.Digital advertising is evolving more rapidly than perhaps any other industry. Every day new opportunity is met with new risk. By following the four tips mentioned above, you will be able to mitigate the risk of fraud and maximize ROI on your digital ad spend.Tom Alexander is Founder and CEO of the advertising industry’s first Omni-Channel PMP Company. PK4 Media serves video and display ads across an unprecedented eight digital channels: Desktop, Mobile, Tablet, CTV, VOD, In-Mall, In-Theater and Digital-Out-Of-Home.The LA-based company, founded in 2009, has received 15 awards and growing list of Fortune 500 and world-class clients including: Activision, Amazon, Bacardi, Esurance, Ford, Honda, KitchenAid, Lionsgate, Microsoft and Procter & Gamble.PK4 Media has been named Ernst & Young Entrepreneur of the Year Semifinalist, LA Business Journal’s Best Places to Work, Deloitte’s Technology Fast 500 Winner, 2-Time Forbes Most Promising Company, 3-Time Inc 500|5000 Award Winner, 3-Time LA Business Journal Fastest Growing Minority-Owned Company and 3-Time LA Business Journal Fastest Growing Company.Alexander is a contributor to Advertising Age, Forbes, Entrepreneur, among others. E-Headlines
The City of New York is Investing $10M in VC Firms to Support Female EntrepreneursAugust 13, 2018 by Reza Chowdhury 584SHARESFacebookTwitterLinkedin The City of New York is committing $10M in investment as a part of a new program called WE Venture that will target investments in women-led early stage companies. Through the program, WE Venture will effectively serve as a limited partner in venture funds that specifically have a demonstrable track record of investing in women and other underrepresented groups.The City and New York City Economic Development Corporation (NYCEDC) has historically served as a catalyst for entrepreneurship in the city through various programs such as NYC Venture Fellows, NYC BigApps, and Take the HELM, but WE Venture is a groundbreaking initiative, the first of its kind in any municipality, to directly address disparities in the funding realm faced by women, at such scale.In an exclusive interview to learn more about the City’s vision for WE Venture, AlleyWatch had the chance to speak with Alicia Glen, Deputy Mayor for Housing and Economic Development. Glen’s previous experience as the Head of Urban Investment Group at Goldman Sachs and co-lead for the 10,000 Small Businesses Initiative will serve the City and the NYC startup community well in ensuring that New York City is a fertile ground for all entrepreneurs, irrespective of gender.Reza Chowdhury, AlleyWatch: The city is planning the launch of the WE Venture. Please tell us about that.Alicia Glen, City of New York: There are almost 359,000 women entrepreneurs in NYC, and women contribute approximately $50B annually in revenue. But men own 1.5 times the number of businesses, have 3.5 times the number of employees, and generate 4.5 times the amount of revenue.So what’s going on here? One of the biggest problems is that women aren’t getting the access they need to funding to build their businesses.WE Venture is taking that problem head-on.WE Venture will seek out venture capital partners who not only acknowledge the disparities women entrepreneurs face, but also demonstrate a track record of raising and deploying capital to companies owned by often-marginalized groups. Through an RFP process, we will create a funding consortium to facilitate investments in early-stage companies led by women, especially in the tech space. Our goal is to invest $10M alongside engaged VC partners who seek not only financial returns, but also share the City’s vision to serve as the top choice for diverse entrepreneurs in tech.Why is the city doing this and how did this come to fruition?The sorry stats on women’s startup funding come as no surprise to anyone who’s been in this space: Across the country, women are 36% of small business owners but only receive 2% of funding. Women of color, who comprise the fastest growing segment of entrepreneurship in the country, receive only 0.2%. In NYC specifically, 13% of all women seeking funding actually received capital; and only 1% of that small group were women of color.The root of the problem is a lack of diversity in the senior ranks of the VC firms dispensing this capital. Nationally, women are 21% of junior staff at VC firms and 8% of senior staff. Over the course of dozens of meetings with women VCs, entrepreneurs, and our Women Entrepreneurs NYC Advisory Board and Partners, we’ve come to the conclusion that without adequate representation of women, awareness of investment opportunities and willingness to commit capital will continue to be scant at best.The good news is that NYC has a very strong tech startup industry, and over $8B has been put to work in our city across 1,200 transactions since 2009. In fact, NYC was the only city in the US to have growth in the share of VC funding in the past 3 years.The strength of NYC’s startup economy gives us as an administration incredible power to move the needle here – and a lot of bang for our buck. Our bet is that a $10M City investment matched with approximately $50M in partner funding will be able not only to fund some great women entrepreneurs, but to serve as a model for cities around the country and around the world.What data supports the city’s proposed investment in VC funds that support women? I’ve always been a believer that women do better than men (call me biased, I’ll own it). And the data proves it! A great example is the research done by First Round Capital, one of the most reputable VCs in the business. With 10 years’ worth of data, they looked at 300 companies and 600 founders, and a number of characteristics – including value created for investors – that define success. Companies with at least one female founder on the team performed 63% better than the firm’s investments with all-male founding teams.Arguably, data-driven decision making – something the sector touts as its hallmark – should get another look.What would you say to naysayers who believe the role of the city is to champion entrepreneurship but not necessarily invest taxpayer dollars into it?It’s our job in government to intervene where there are market failures, and to correct that imbalance on behalf of marginalized groups. That’s precisely what we’re doing here. I shared the stats with you earlier, there’s a clear lack of capital flowing towards women-founded businesses despite equal or better results than their male counterparts, and we’re here to do our part to fix that.The venture cycle is a long one that will outlast this administration. What thinking has been done to ensure that there will be continuity in this program?WE Venture is an investment that is being made through the NYC Economic Development Corporation, an agency that has a number of strategic investments across sectors, many dating back before my time. That means that once the funds are committed into an investment vehicle, it’s hard for anyone to back out.Beyond that, I can only imagine that the next administration will be keen to support women, as they make up half our workforce and are huge contributors to our economy. Our own slate of programs to support women in business will help to foster a group of entrepreneurs who I’m sure will be powerful advocates for continued investment in leveling the playing field.Or to put it simply: It’s just good policy.What are the ideal types of funds that you are seeking to partner up with on this initiative?We’ve purposely left the RFP to be as broad as possible, and we are hoping that the City’s “seed capital” will be leveraged by VC funding that totals approximately $50M. Based on average investment size, we would expect to support between 40-50 investments across a range of businesses in the tech sector. Our primary aim is to work with VC partners who exhibit our same values and goals – to deploy capital to women entrepreneurs and help close the gender gap in this space. We expect interest from a range of partners, including women focused VC firms and strategic investment arms of large corporates who are focused on diversifying their investment pipeline.How can VC firms submit their interest?VC firms can submit their interest here prior to November 9th.PREVIOUS POSTNEXT POST Filed Under: #NYCTech, AlleyTalk, Funding, Venture Capital
Filed Under: Advice, Management, Resources, Strategic PREVIOUS POSTNEXT POST Implement change mechanisms. Every organization needs to have specific mechanisms in place to facilitate change, including regular effective communication, reward systems that reinforce desired change behavior, and accountability for results. These won’t work in an autocratic or dysfunctional management environment. Build a change readiness culture. Change readiness is hard work, and requires creativity sometimes in conflict with task orientation. People have to have the right attitude, and make the choice from the beginning to be ready to change at any time. They need a sense of urgency to handle change, and confidence in their leaders. Put your ear to the ground before charging ahead. Offer to give your executive presentation, but he may want just the elevator pitch. Listen, and follow his lead with confidence and enthusiasm. Don’t insist on a product demo – he is buying the business, not the product. If you have an hour, use no more than 20 minutes for presentation. Coordinate and brief your support team. Make sure all your advisors and team members know exactly what your mission is, and if possible, have at least one of them make prior contact to set the stage. If the investor thinks you are coming to ask for domain advice, and you ask for money, your success probabilities are shot. The solution is to establish and maintain a culture and processes that don’t view change as a discrete event to be spotted and managed, but as an ongoing opportunity to improve competitiveness. Chris Musselwhite and Tammie Plouffe, in a classic HBR article on change readiness for large companies, define it as “the ability to continuously initiate and respond to change in ways that create advantage, minimize risk, and sustain performance.”Since the startup environment is usually more volatile, the challenge there in balancing advantage, risk, and performance, is more critical than in big companies. The following initiatives that Chris and Tammie define for large companies apply just as directly to startups:Improve change awareness. How good are you and everyone on your team at proactively scanning the environment for opportunities, emerging trends, and customer feedback? This contextual focus is critical to innovation and survival – the right product at the right time. Increase change agility. Change agility represents a startup’s ability to immediately and effectively engage everyone in pending changes and innovations. It starts at the top with the founder and CEO, but has to extend quickly to the bottom of the organization. This requires leadership, teamwork, and trust at all levels. Fully prepare for the assault. Don’t try to talk and demo your way up the hill. Talk bounces off and won’t stop any bullets. Lead with your two-page executive summary, be prepared to give a ten-slide investor presentation. Keep your big guns, the business plan and financial model, in your holster but visible for backup. 5 Steps to a Winning Assault on the Army of InvestorsMay 15, 2019 by Martin Zwilling 344SHARESFacebookTwitterLinkedin Expedite change reaction. This is the ability to appropriately analyze problems, assess risks, and take responsibility for problem-dictated and market-dictated changes, while still sustaining the day-to-day business activities. It’s called the management of unplanned changes, or how well your startup reacts to crises. Don’t charge the hill until you are “ready.” This probably seems obvious to military types, but I see entrepreneurs violating this rule all the time. They approach key potential investors way too early, trying to talk their way up the hill, with no supporting business plan, and before they have a support team around them. Needless to say, they usually get shot down, and get no second chance.The first rule is to separate your advisors from your investors. Perhaps a close personal friend can be both (the earliest stage and first tier investors should be “friends and family”). But for angel investors and venture capital investors, just remember that investors are not on your team (yet). You only get one chance to make a great first impression.Continuing with my military analogy, here are some logistics, suggested ammunition, and an assault strategy (the bold points apply to every aspect of building the business):Do your reconnaissance first. Before you meet a potential investor, check them out on the Internet and through your advisors. You need to know exactly what the investor has done before, what he is doing now, and what will interest him If you walk into his office cold, and can’t convince him you meet his interests, you will walk out cold. Imbue customer change focus. The more everyone in the startup is obsessed with satisfying customer needs and providing better customer service, the more effective the startup will be in adapting to change. Provide direct customer contact to everyone, as well as training.Experts say that we live in a world where the pace of change is accelerating at the fastest rate in recorded history. On the other hand, change management practices seem to be changing very slowly, resulting in a 70% failure rate of change initiatives. Failure rates this high demand a new mindset and startups are the logical place for this to happen.For starters, the whole team needs to be constantly trained and encouraged to develop their skills. Relevant skills include continuous improvement of existing methods, processes and devices against a set of quality metrics. The ultimate skills, which lead to innovation and totally new processes, usually come from experimentation and special studies.In summary, change will happen. If your people and your startup do not change, statistics say you won’t survive. It’s up to you to get out of your comfort zone and make things happen in your startup, rather than let things happen to your business.Reprinted by permission. Follow up to assess progress or casualties. Have someone else, if possible, follow up with the investor the next day, to find out what really happened. If you didn’t learn anything from the meeting, you weren’t listening. Most VCs won’t volunteer to the Founder what they think, because that limits their options later.By now, you are probably saying that this is “old school;” when going to Sand Hill Road offices was like going to the principal’s office. There you were ushered into a gorgeously appointed conference room for a precise amount of time with a serious-looking partner. Now some VCs and angels actually hold court in a nearby Starbucks or Paradise Bakery.But believe me, investors are, if anything, tougher now than then. Don’t be fooled by the informality. Preparation, professional image, confidence, and strategy are just as important as they ever were. The strategy of “I’ll talk to him informally and early, find out what he doesn’t like, and then I’ll fix it,” is pure folly. Napkins don’t really work as your business plan.Some of the most prepared “teams” I have seen are essentially one person, with a few part-time advisors, who seem to overcome all obstacles. One person can look like an army charging the hill, if they use all the networking facilities of the Internet, all the tools available to build business plans, financial models, and product prototype.Don’t be afraid to use some mercenaries to back you up (outsourcing, consultants). All the shortcuts up the hill are rigged with minefields. Better safe than sorry. This is serious business.et that they too have to change rapidly and often as the market evolves. Too many find that out too late, and are left chasing a rabbit that is long gone.
What do some of the biggest, most talked-about companies today—including Uber, Weibo, and Lyft—have in common? They don’t make any money.Last year, 83% of U.S.-listed IPOs were unprofitable. The last time investors were this welcoming of unprofitable businesses, the dot-com crash happened. The adtech world, of course, is no stranger to financial woes. Sizmek’s recent filing for chapter 11 bankruptcy reminds us how cutthroat our industry can be.Don’t panic just yet, though. Despite the headlines of bankruptcies and layoffs, there are optimistic signs for adtech. In fact, the sector grew by 54% in Q1 this year. At the same time, Forrester predicts a 75% drop in venture capital funding for adtech in 2019. These numbers aren’t at odds with each other—together, they’re indicative of a maturing sector. In a departure from the rapid-growth-at-all-costs mentality prevalent during the frothy markets of 2008, many companies are increasingly prioritizing profitability and sustainable, long-term business models above all. And in the age of the duopoly—or triopoly—other companies are realizing they’d better have best-in-class products to survive.It’s a trend that’s been a long time coming. If we are to avoid an adtech bubble, only performance-oriented, clearly profitable companies should rise to the top. Companies falling to the wayside are inevitable in an oversaturated market. Today, most businesses that succeed look to profitability as their north star, and that approach means their focus naturally falls on the quality of their offerings. Criteo and LiveRamp, for example, are two companies with distinct solutions that are credible alternatives to the triopoly. They also happen to be—you guessed it—highly profitable. In a market as cluttered as ours, product differentiation is the key to survival. As the industry continues to mature, a company’s competitive edge will be defined not necessarily by expansion and new widgets, but rather the old-fashioned values of transparency, product quality, and customer service.On the flip side, product quality is often the first thing to suffer when businesses get caught up in hypergrowth. Would the myriad of crises in Big Tech have happened if it weren’t in these companies’ DNA to value expansion over all else?On the flip side, product quality is often the first thing to suffer when businesses get caught up in hypergrowth. Would the myriad of crises in Big Tech have happened if it weren’t in these companies’ DNA to value expansion over all else?In Sizmek’s case, many attribute the company’s problems to its decision to acquire RocketFuel (the latter itself plagued with its own problems), instead of building their own proprietary tech and refining their product.Thankfully, many adtech companies have caught on to the current market’s reality and are switching gears. For example, some startups are focusing on bootstrapping their businesses rather than chasing venture capital (let’s face it—venture capital, while an invaluable tool in adtech, isn’t the right fit for every business). Others are buying back their companies from investors. Whether you chalk it up to the slowdown in funding, GDPR, or the rise in M&As, the barrier to entry is getting higher. In adtech, this is par for the course—even healthy.Adtech certainly isn’t going anywhere, but it’s no time to rest on our laurels. The high-profile troubles we’ve been seeing may just be the wake-up call the industry needs to return to the basic principles of advertising: profitability, brand building, and high-quality products.PREVIOUS POSTNEXT POST Cash Rules Everything Around Me: Why Profitability Matters in AdTechMay 22, 2019 by Deanna Kim 313SHARESFacebookTwitterLinkedin Filed Under: Advertising, Business
Image credit: CC by Jakob MontrasioPREVIOUS POSTNEXT POST It is a well-known fact that over 33% of new businesses will fail within the first three years, this is a worrying statistic for any new business owners and it means that you have to tread with great caution during the infancy of the business. Just getting off the ground to begin with is difficult enough, especially in a highly competitive place like New York.Today we’re going to give you some tips on just that, getting your NYC startup off the ground and how you can put your business in shape to avoid problems in your first few years.Seek Investment EverywhereWhilst cities like New York are rich with competition, they are also rich with opportunity and this is great news when it comes to finding financing for your business. It is financial problems which usually lead to the failure of a business, either not enough of it or mismanagement of finances and in order to get properly financed for your great idea, you have plenty of opportunity in the city. Plenty of banks, lots of private investors and fund managers who are looking to place their money in an exciting startup. Expose yourself and look in every corner for as much money as you can lay your hands on.Marketing StrategyMany businesses leave it far too long before starting on their marketing strategy and if you want to stand out from the crowd or at least keep up with the competition in a city like New York then you’re going to need a tight strategy. This means old school marketing like fliers and posters and modern day, digital marketing like SEO, email campaigns and social media strategies. Don’t get left behind before you begin, make sure that everyone knows about your brand new business with some smart marketing techniques.Be CreativeWhether you have a new shoe shop or a forward thinking online business, it is vital that you get creative when it comes to your brand. Creation of a brand as early as possible will be vital, especially in a brand-packed city like New York. The packaging of your products, the way you go about sales and the ideology that your business stands for needs to be decided on early and you need to be as resourceful and creative as possible during this process.Hire a Financial AdvisorYou have to be careful when spending money during your first years and one area that you should definitely invest in is someone to advise you on your finances. There are so many areas of your business that you could spend money on in a city like New York, pricey offices, expensive staff, marketing opportunities to name just a few. You need to make sure that someone is watching the bottom line and offering you advice. All your efforts should be spent on growing the business and a financial advisor is definitely an investment rather than a cost. Filed Under: Advice, Resources, Tech How to Get a Startup Off The Ground in NYCFebruary 14, 2017 by AlleyVoice 316SHARESFacebookTwitterLinkedin
PREVIOUS POSTNEXT POST Filed Under: Big Data, Business, Data and Analytics, HealthTech, Tech The world of healthcare analytics is vast and can encompass a wide range of data that has the incredible potential to tell stories about health and healthcare delivery: right from individual patients to entire populations. Having numbers and an easy-to-use visualization at hand gives providers and caregivers the power to not only look into the lives of individual patients but also track the ongoing activities in their organizations. Simply showing visualizations are not enough and to fully understand their value, healthcare organizations have to take a few steps beyond basic graphs.The Case for Data VisualizationIn the words of Edward O. Wilson, the father or social biology,“You teach me, I forget.You show me, I remember.You involve me, I understand.”There are many disparate data sources healthcare providers have to deal with: EHRs, departmental data, claims data, resource utilization, administrative data, etc. Consolidating the data and spreading it out in a visually adaptive manner offers a more agile approach to managing complex population health data.Data visualization was developed with the aim to make it easier to gain actionable insights from volumes of information and work on improving health programs, clinical healthcare delivery, and post-episode care management. Visualization provides real value in learning from disparate data sources, finding outliers, bringing out hidden trends out on the front, and delivering better health outcomes.Streamlining Different Data Sources into a Single Source of TruthSince the data pertaining to a patient’s health comes in from various sources, it is vital to pool all the data sets and obtain an aggregated, standard format of data every authorized person can view and manipulate.Data in the healthcare industry can broadly be categorized into two sources:Claims data: that comes from payers and contains extremely uniform and updated data about the care patients receive and how they are billed for it. This data is usually structured and has all the meaningful data required for provider reimbursement.Clinical data: this data comes in from the providers’ end and contains valuable information about their diagnoses, claims, and medical history. While this data isn’t often structured, incorporates data elements critical to analyze a patient’s health in every time frame.Fine-tuning Real-Time VisualizationThe amount of data healthcare institutions aggregate is enormous: by 2012, it was estimated to be a whopping 150 Exabyte’s (150 million * million * million) and is growing at a rate of 48% per year. As the volume grows, healthcare organizations need state-of-the-art, real-time analytical capabilities to improve the care quality and its effectiveness. Real-time analytics can turn the tables in ways more than one:Monitoring end-to-end care delivery across a wide range of facilities.Observing the progress of clinical decision support systems.Identifying overhead cost drivers and detect care or documentation gaps.Since data visualization holds great advantage to understand the going-ons in the organization in real-time, here are some key elements that count as best practices for data visualization:Customized reports: Each set of users in healthcare requires different metrics and different orders. Offering customized reports with specific visualization provides actionable insights and can answer specific questions about risks, rewards, and success of the organization.Visually adaptive: Data presented on the dashboards has to be complete with functional and visual features that aim to improve cognition and quick interpretation. Data listed in a color coded-manner will provide physicians with functional features and real-time alerts.Create actionable insights: A dashboard or any other visualization tool will provide clinicians with the data, but unless someone looks at it, it will go unnoticed and may have potentially critical outcomes. Users should be made aware of how to review the dashboard, drill down to every immediate level, and initiate corrective actions.The end user’s ultimate need: It’s paramount that end users can communicate their needs and demands and what is even more important is that their demands and performance indicators are incorporated well in advance of structuring the report.Wrap-up with Healthcare ITBy leveraging healthcare IT, organizations can have their hands on simple but effective visualization and take a look at additional, important information that might have been difficult to notice in tabular format. Here are some ways healthcare IT can drive real-time data visualization to success:Immediate access and sharing: Putting bidirectional interoperability to use, providers can access and share relevant data across the network, despite technological barriers.Clear data visualization: Graphic, color-coded cues help physicians swiftly learn about the areas that need performance improvement or track the growth their organization is making.Drilling down: To learn more about the reason behind certain shortfall, physicians can always drill down and narrow their area of focus to pinpoint the anomaly, and take quick remedial actions.Driving Value with VisualizationWith healthcare IT now an integral part of the value-based care system, there is little doubt that convenient, real-time data visualization will be heavily used to achieve positive health outcomes. Combining real-time data with advanced analytics will completely reshape how healthcare IT can improve clinical and operational outcomes. Once physicians move away from long, incomprehensible data flows, and find an alternative that helps them instinctively read, isolate, and act upon the insights, only then can we be one step closer to a data-driven value-based care. Why is Data the Medicine to Cure Modern Healthcare?May 9, 2017 by Abhinav Shashank 290SHARESFacebookTwitterLinkedin
4 Ways to Get People Devoted to Your BrandAugust 10, 2017 by Michael Heyne 300SHARESFacebookTwitterLinkedin There’s a reason why SoulCycle and YETI coolers have such loyal customers.What do TOMS Shoes, SoulCycle, Apple, and YETI Coolers have in common?Each of these companies has a powerful cult following of devoted customers ready to talk about the brand to anyone who will listen. Leaders in their respective markets, these companies have successfully cultivated fans who drive profit through repeat business and gather new customers through word of mouth. Brand love constantly spawns new customers at no additional expense to the company.Here are four ways you can help transform customers into walking advertisements for your brand:Leverage Communities, Not InfluencersIn recent years, budgets have shifted from focusing on traditional advertising to bespoke influencer marketing campaigns. While these campaigns can be effective, they can also be costly and run the risk of appearing inauthentic. Consider going beyond finding a few influencers whom you must transform into brand ambassadors to instead finding satisfied customers and growing that existing relationship. Create an exclusive brand ambassador program and invite your repeat customers to partake. Ask for social media posts and mentions and in return offer them exclusive swag or discounts. YETI effectively accomplishes this by offering customers limited gear with purchase of products, securing them a loyal following dubbed the “YETI Nation.” Over time, you’ll create an entire community of fans supporting your brand.Score with Reward ProgramsPrior to their infamous E. Coli outbreak, Chipotle Mexican Grill was very much opposed to reward programs. In 2015, Mark Crumpacker, Chipotle’s chief creative and development officer said in an interview, “We don’t believe the general supposition that loyalty will make less-frequent customers more frequent.”Fast forward to today: Chipotle is currently rolling out its first reward program as a way to bring back once-loyal customers. Loyalty programs have become as important as having a company website. Your program should be complimentary and easy-to-follow. When developing your program, ensure there is also a component that offers rewards for referrals. This will encourage customers to promote your program and garner registrations. There are various software companies that have already developed loyalty program systems. All you’ll need to do is brand what has already been created.We Need to TalkOne thing I tend to do is speak directly with our guests. As the co-founder of a restaurant chain, I’ll visit restaurant locations and ask customers about their food and their feelings regarding the brand. From menu items to packaging suggestions, guests offer their input and I take every comment into consideration.In fact, earlier this year our company underwent an entire rebrand prompted from feedback from guests who referred to us as “VERTS,” as opposed to our original name at the time, VertsKebap. We listened and decided to shorten our name and update our logo.If you can’t physically speak with patrons, ensure that you have feedback cards or surveys readily available. Take time to personally read online reviews and never be quick to dismiss unsatisfied clients. Share company updates and changes with them so they feel involved. Your customers want to be heard. By engaging with them, you will fuel brand devotion.Impress for SuccessCreate personal experiences your customers will remember. The experience you extend to your customer can be untraditional to your business. We recently launched a test kitchen in one of our restaurants where we offer guests complimentary samples of off-menu items. It’s an unexpected surprise they wouldn’t typically receive at a fast-casual restaurant chain. If your customers are spread across the globe, consider sending them handwritten thank-you cards or small gifts found locally. Sites like Mark and Graham offer a variety of personalized gifts with complimentary monogramming. The impressive gestures will create a lasting connection between your brand and customer.BusinessCollective, launched in partnership with Citi, is a virtual mentorship program powered by North America’s most ambitious young thought leaders, entrepreneurs, executives and small business ownersPREVIOUS POSTNEXT POST Filed Under: Resources, Strategic Tagged With: SoulCycle, YETI
In today’s digital marketing landscape, the once separate entities of search engine optimization and public relations are merging to form a new, hybrid department. As Google’s standards on quality content evolved, so too did the link-based strategies digital marketers always relied on to achieve strong search rankings. Google’s adjustments, starting with the Penguin update and evolving into an authority-based algorithm, shook the world of SEO. It quickly became evident that PR professionals were best suited to fill the void. Today, PR and SEO are integrating their efforts and skill sets so thoroughly, it is becoming increasingly difficult to distinguish one from the other.In the last two to three years, close to 85% of our clients have integrated their PR and SEO efforts. At Brilliance, our content marketing efforts are leveraged by our PR team. While PR pitches to media partners, our SEO team pitches to bloggers and influencers. PR is tasked with acquiring high-quality, authoritative links while SEO uses PR contacts to generate authoritative links and mentions.From Link Building to Link BaitingBefore the content marketing revolution, link building was the strategic foundation of SEO. The teams that did the work were largely made up of back-end technologists. As Forbes contributor John Rampton points out in a recent article, this all changed when Google altered its algorithm to put a much higher premium on relevant, high-quality, authoritative content.The old rules, which relied on massive link-building structures, suddenly no longer applied. The purpose of SEO was no longer to build links, but to make content on web pages so compelling that they served as bait for credible, established sites to link to them voluntarily.This new SEO strategy grabbed the attention of large media companies, which public relations professionals have been practicing for generations.PR and SEO: Perfect TogetherAs previously mentioned, SEO experts historically came from technical backgrounds. Their skills involved back-end operations and analytics. Meanwhile, PR professionals have always been relationship people. The most highly-coveted (and best paid) PR experts were those who could foster bonds with publishers, reporters and other media players. The problem was that their results were hard to measure and ROI was difficult to quantify.Backed by the metric-based analytical skills of SEO experts, however, modern PR professionals can now reliably gauge the effectiveness of their campaigns. On the other side of the coin, SEO teams can leverage their PR partners’ relationships to earn the links that Google favors so heavily.In fact, the individual skill sets of PR and SEO are so complementary that even their tools are starting to overlap.Tools for SuccessAs Forbes also points out, content calendars, which were once a scheduling and management tool used exclusively by PR agents, are now being widely adopted by SEO teams.Platforms like Help a Reporter Out pair journalists and content creators with experts eager to lend their credibility in exchange for a link. Squarely in the middle sits both the public relations professionals who manage those relationships and SEO teams that use the links to gain ground with Google. Both the SEO teams and PR teams that we’ve worked with are using platforms like HARO, PressRush, and Vocus.Tips for Merging Your SEO and PR EffortsOur experience integrating our PR and SEO teams taught us some valuable lessons:Communicate. PR and SEO teams should create and share interdepartmental editorial calendars to avoid conflicts or work duplications.Treat social media as an offshoot of search. Just as the line between PR and SEO becomes increasingly blurred, so too is the line between searching and social media. Search engines were long the domain of technical SEO professionals, and social media was the playground for bold, catchy PR campaigns. As a bigger chunk of audiences now use social for primary searching, SEO pros must apply their analytical skills to social campaigns and leverage social platforms for content promotion. We’ve had great success using Facebook Ads to amplify content shared on social, which has in turn generated powerful media mentions.Target influencers. Links from large, well-established publications are the ultimate reward. A few links from top websites are far more valuable than lots of low-quality links from questionable sites. The problem is, however, that everyone is vying for their attention, so it is difficult to get them to notice your brand. Instead of targeting them directly, PR should focus on more readily available influencers in social media and blogging. A top publication is far more likely to take notice of a mention from an influencer than they are to respond to even the best direct pitch or press release. SEO can focus on medium and lower quality publications while PR hyper focuses on the higher end publications.Respect the value of mentions. Jonathan Long, founder and CEO of Marketing Domination Media, stated that “implied links” will soon be as important as SEO advances. The best way to chase implied links, or frequent brand mentions that aren’t necessarily accompanied by actual links, is through PR campaigns.Google’s love of compelling content has quickly created a merger between PR professionals and SEO teams. Once Google began penalizing virtually all SEO strategies that can be automated, the value of public relations as a complementary skill set became evident. Today, public relations and search engine optimization are two sides of the same coin. Although they will always retain their unique identities, they should no longer function as separate units. One depends on the other to spread content, drive branding, and of course, keep Google happy. PREVIOUS POSTNEXT POST How to Integrate Your PR and SEO Efforts to Extend Your Digital ReachOctober 20, 2017 by Marcela De Vivo 429SHARESFacebookTwitterLinkedin Filed Under: Uncategorized BusinessCollective, launched in partnership with Citi, is a virtual mentorship program powered by North America’s most ambitious young thought leaders, entrepreneurs, executives and small business owners.
5 Investor Types Who Will Test Your Negotiating StyleMarch 18, 2019 by Martin Zwilling 289SHARESFacebookTwitterLinkedin Filed Under: Advice, Management, Resources, Strategic Every entrepreneur seeking funding loves the challenge of getting customers and investors excited, but dreads the thought of negotiating the terms of a deal with potential investors. They are naturally reluctant to step out of the friendly and familiar business territory into the unfamiliar battlefield of venture capitalists from which few escape unscathed.In reality, a financing negotiation is not a single-round winner-take-all game, since a “good” deal requires that both parties walk away satisfied — with a win-win relationship. Brad Feld and Jason Mendelson, in their classic book “Venture Deals: Be Smarter Than Your Lawyer and Venture Capitalist” emphasize that there are only three things that really matter in this negotiation: achieving a good and fair result, not killing your personal relationship getting there, and understanding the deal that you are striking.To be an effective negotiator, I agree that you first need to quickly identify and adapt to your opponents negotiating style. Feld and Mendelson identify the five most common negotiating styles that you will see on both sides of the table, and talk about how you can best work with each of them:The Bully (aka UAW negotiator). The bully negotiates by yelling and screaming, forcing issues, and threatening the other party. They usually don’t understand the issues, so they try to win by force. Unless this is your natural negotiating style, their advice is to chill out as your adversary gets hotter.The Nice Guy (aka used-car salesman). This style is pleasant, but you always feel like he’s trying to sell you something. While he doesn’t yell at you like the bully, it’s often frustrating to get a real answer (need to talk with the boss). For these, be clear and direct, and don’t be afraid to toss a little bully into the mix to move things forward.The Technocrat (aka pocket protector guy). This is the technical nerd who can put you into endless detail hell. The technocrat has a billion issues and has a hard time deciding what’s really important since to him everything is important for some reason. Make sure you don’t lose your focus and fight for what you really care about.The Wimp (aka Marty McFly). You may be able to take his wallet pretty easily during the negotiation, but if you get too good a deal it will come back to haunt you. You have to live with him on the Board and making decisions. You may end up negotiating both sides of the deal, which is sometimes harder than having a real adversary.The Curmudgeon (aka Archie Bunker). With the curmudgeon, everything you negotiate sucks. He may not yell, but he’s never happy and keeps reminding you how many times he has been around the block. If you are patient, upbeat, and tolerant, you’ll eventually get what you want, but don’t expect to ever please him.Secondly, you should never walk into any negotiation blindly without a plan. Know the key things that you want, understand which items you are willing to concede, and know when you are willing to walk away. When determining your walk-away position, you need to understand your best alternative to an agreement, and have a Plan-B (bootstrapping, competing investor, or more time).Another key preparation is to get to know the investors you will be dealing with. Do your homework on the Internet and through contacts to find out their strengths, weaknesses, biases, curiosities, and insecurities, Knowledge is power, and that can be used for leverage.On the other hand, when negotiating a financing for your company, you should never present your term sheet first. Always wait for the investor to play his hand. Next, make sure you listen more than you talk. You can’t lose a deal point if you don’t open your mouth. Finally, don’t lose sight of the deal as a whole, by being forced to a decision linearly on each point in isolation.If you are the least experienced person around the negotiating table, it’s time to hire a great lawyer to help balance things out. Remember, your lawyer is a reflection of you, so check their reputation and style, as well as their win-loss record. The financing is only the beginning of a critical relationship and a small part at that. Don’t work so hard at winning the battle that you lose the war.Reprinted by permission.PREVIOUS POSTNEXT POST