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Posts Tagged ‘IT’

Some have all the luck!

China 1

2

China 3

China 4

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Source: net

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you getting monkeys is not just with hires. Goes for vendors, contractors, third parties…

This is for the managers and executives priding on their ability to squeeze every freebie, concession and discount out of their beleaguered vendors.

Here we go:

The  headman from the painting cum landscaping company  was speaking with the hard-driving customer about the job awarded to them.

Laying-Turf  jokesoftheday.net

In the first room, she said she would like a pale blue. The contractor wrote this down and went to the window, opened it, and yelled out “GREEN SIDE UP!”

In the second room, she told the painter she would like it painted in a soft yellow. He wrote this on his pad, walked to the window, opened it, and yelled “GREEN SIDE UP!”

The lady was somewhat curious but she said nothing. In the third room, she said she would like it painted a warm rose color. The painter wrote this down, walked to the window, opened it and yelled “GREEN SIDE UP!”

The perplexed lady then asked him, “Here I’m telling you what to do and you keep yelling ‘green side up’?”

“I’m sorry,” came the reply. “them…are laying sod in the front and around.”

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Source: Adapted from jokesoftheday.net

 

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This must be the briefest example.

362,436 is data.

Nosql-database-dedicated-server www.gtcomm.net

Information is: 36-24-36.

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Credits: nidikidos.com and image from  http://www.gtcomm.net

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Project-Management premium.wpmudev.org

There was a news item recently in the press about Tata Consultancy Organization (TCS) planning to lay off 30,000 professionals accompanied by words on the ‘big corporate for-profit exploiter’ from some of those impacted or to-be guys for the human element in the story. The guys, it seems, are largely managers with 8 to 10 plus years of experience.

The company has denied it saying the annual weeding out exercise would be only to the extent of 2% to 3% of total strength as it has done in preceding years.

Let us assume for a moment the company is true to its word and there are no compelling reasons of business downturn warranting a bigger-than-usual axing.

While the development is certainly unfortunate especially for the affected, it is hardly surprising. And I’m sure it is neither sudden.

Why does this happen?

When it comes to weeding out, the organization looks at the value an employee brings to the operations in a series of assessments. This is even more significant at senior levels as these guys are pricier and hence most vulnerable.

The avenues available to a senior (a project lead or a manager) to enhance his contribution are essentially in two directions: a) He contributes to the project he is managing/involved or b) He contributes to some corporate objectives not linked to his project. In many organizations seniors are mandated to wear both the hats to get more out of their strengths and maturity.

As far as direct contribution to the project goes, opportunities are many:

1. Of direct and high impact for the organization of curse is to mine the project/account to increase the billing incrementally/strategically. Or, to wow the customer on scope,cost, time, performance or quality parameters of the project.

There are a number of other ways to step up the value (not in any order):

2. Reduce income leakage by handling the lost hours.

3. Increase productivity by using tools, cutting waste, streamlining processes, etc.

4. Flatten the cost pyramid by substituting more junior resources in place of seniors

5. Get the customer to sponsor an incentive plan and other recognition schemes for the team. While the costs incurred in these schemes are low the returns are manifold.

6. Develop it as a reference account/project by putting together, solution stories, application/technical notes, and other marketing/sales assets.

7. Get the customer to agree to site visits by prospects.

8. Get the customer to speak in the organization’s promotional events.

9. Generate newer views of the project by formulating imaginatively metrics to address his pain areas. For example, mapping the change-requests to physical pieces of code would be useful in pointing out which modules are hit by poor articulation of requirements, lack of coding skills or sheer business volatility.

10. Reduce the hassles of dealing with the team in some perceptible manner. For example, cut back on the communication load.

11. Alter some service parameter to customer’s advantage like coverage/turnaround times.

12. Engage the customer to gain a business perspective and his plans, to support mining efforts.

13. Harvest reusable/training assets.

14. Validate and refine quality assurance/productivity/staffing/estimation/methodology models/norms.

15. Groom junior resources in technical and soft skills. In one project, juniors took turns to be present when the lead reviews with the customer to improve their reviewing, communicating and objection handling skills.

16. Stand by him by going beyond the letter during his crisis time.

I’m sure you have a few other ideas too. The opportunities are many limited only by imagination.

So what is holding you back, friend?

If the project is a dead-end kind offering no scope for any initiative at all over an extended period of time, it’s time to move on to another project or even organization.

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Nudging e-Shop Customers to Buy

 A recent article in NYT “Nudged to the Produce Aisle by a Look in the Mirror” talks about interesting experiments carried out by researchers to increase the purchase of produce by the American shoppers firstly for an altruistic motive of reducing the consumption of unhealthy processed food without hitting on their head and in turn save indirectly tax-payer’s money on health-care. Preaching about diabetes or slapping taxes on junk food have not yielded expected results. And of course the business motive of higher profit margins the produce fetch for the stores.

The corollary question is: could these experiments be applied to generate in an online e-shop just the right amount of pressure to nudge the shopper towards the desired behavior?

Let us look at a few possible candidate experiments/findings:

 Produce 800px-Fredmeyer_edit_1

 “In one early test at a store in Virginia, grocery carts carried a strip of yellow duct tape that divided the baskets neatly in half; a flier instructed shoppers to put their fruits and vegetables in the front half of the cart. Average produce sales per customer jumped to $8.85 from $3.99

A shopper filling his basket with unhealthy processed food would be unable to ignore seeing a near-empty produce-side of his basket.

Likewise in a e-shop, we could total up and present how much of produce has the shopper bought till now as he fills up the shopping-cart? We could also present the RDA value of items selected.

 Produce EmpressWalkLoblaws

 “With those same guinea-pig customers, the scientists tinkered again with the cart, creating a glossy placard that hung inside the basketsIn English and Spanish, the signs told shoppers how much produce the average customer was buyingand which fruits and vegetables were the biggest sellers (bananas, limes and avocados)By the second week, produce sales had jumped 10 percent

This is about conformance to social ‘norm’.

Bruce Temkin in his article lucidly sums it up as:

“Why it works: Unlike the previous two examples, this tactic makes no effort to engage reason, rather it harnesses one of our intuitive biases—conformity bias. Our brains like shortcuts, and in order to skip unnecessarily lengthy rational calculations, our minds tend to assume that if other people do something we should do it too.”

In fact this easy flowing default disposition of the shopper is used to advantage in a variety of ways in designing the layout of the mall and its stacks.  

In a e-shop this simply amounts to presenting prevailing context sensitive social ‘norms’ without appearing too obvious.

A flavor of this is already a common practice in many other market segments: “Those who bought this have also bought…”

 OLYMPUS DIGITAL CAMERA

 “Scientists are beginning to study ways to get shoppers to buy more produce, but grocers and their suppliers have already spent years perfecting strategies to sell processed foods. Here’s a sampling of tactics:

THE SWEETEST ITEMS are sold at eye level, midway along aisles, where shoppers’ attention lingers longest.

THE ENDS OF AISLES are huge revenue generators, especially for soda, which makes 45 percent of its sales through racks there, according to the Coca-Cola Retailing Research Council.

IMPULSE PURCHASES (60 percent of purchases are unplanned) can be encouraged by placing items next to checkouts…”

There a number of these findings all about placement of the items to advantage on the shelves in the mall.

Similarly generic research findings for on-line shopping and site-specific and shopper-specific analytics could aid in tweaking placements, search results ordering, etc.

For e-shop designers, it would certainly be profitable to look at what works for the physical shops.

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Credits: nytimes.com/2013/08/28/dining/wooing-us-down-the-produce-aisle.html, Bruce Temkin in experiencematters.wordpress.com/2013/09/05/design-experiences-to-nudge-consumers/ and Wiki

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