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MacBook Pro Cover for Non-Indian Region only
22/05/2021

MacBook Pro Cover for Non-Indian Region only

LuvCase Laptop Case Compatible with MacBook Pro 13"(2016-2021) with Touch Bar A2338 M1/A2251/A2289/A2159/A1989/A1706/A1708 Leather Hard Shell Cover (Grey Leather)

06/10/2016

If you search "top economist" on Google, Donald Trump comes up.

3 Common Mistakes to Avoid When Naming Your BusinessPicking the right business name is an important first step toward cr...
18/10/2014

3 Common Mistakes to Avoid When Naming Your Business

Picking the right business name is an important first step toward creating a successful company, but not everyone hits the jackpot on the first try.

Often, people first choose names that are too wordy and don't have a catchy ring. You want a name that grabs the consumer's attention but doesn't try to cram in too much information, says Eli Altman, director of strategy at A Hundred Monkeys, a San Francisco-based branding and naming firm. "A good way to think about a name is that it's the start of a conversation. It's not a full encapsulation of what the business is about."

When they realize their company's name has problems, many entrepreneurs opt for a change and find it's worth it despite the initial headaches and expense. Here's a look at three entrepreneurs who have changed company names--and the lessons they learned:

Business: Gourmet hot dog restaurants
Name: Franktuary (previously Hot Dogma)
Tim Tobitsch's hot dog shop got its start in the back of an historic cathedral as Hot Dogma in 2004. But three years later, the Pittsburgh-based business received a letter from a similarly named hot dog vendor in another state asking it to stop using the name. To avoid big legal fees, the restaurant opted to undergo a name change and became Franktuary, a play on franks and sanctuary. In an out-of-court settlement, the other restaurant agreed to pay the cost of changing signs to Franktuary.

While Tobitsch was fortunate to avoid any major expenses, the name problem "took away our focus from actually operating our business," he says. Since the name change, Tobitsch, 31, has opened another shop, as well as a food truck. Business has grown steadily, he says, and he suspects the name change played a role. "At the very least the [media] attention created by the name change helped us become more established," he says.

Related: How to Name a Franchise

Expert advice: "It's a good idea to research the name" before using it, says Tobitsch, who did just that the second time around. You can use a search engine and the U.S. Patent and Trademark Office website to try to determine if your proposed name is already being used, Altman says. If a name is being used by a number of other businesses, there's less probability that one can claim it as its own. But "if there's only a few people using a trademark, [companies] are going to have an easier time defending it" as theirs, Altman says.

Business: Medical centers specializing in snoring and sleep apnea
Name: Eos Sleep (previously Manhattan Snoring and Sleep Center)

When David Volpi, 56, was ready to expand his two-year-old medical business beyond Manhattan, he realized that the original name, the Manhattan Snoring and Sleep Center, wouldn't make sense for target cities like Philadelphia. In addition, he realized that Manhattan Snoring and Sleep Center sounded similar to other names. You don't want a name "so common that people Google it and are going to your competitors instead," he says.

In 2011, Volpi hired San Francisco branding firm Duncan Channon, which spent two months finding a sleep-related name that wasn't already taken. Eventually, it recommended Eos Sleep, using the name of the Greek goddess of dawn. Volpi estimates the total cost was nearly $200,000, which included paying the branding firm, renaming his existing locations, and creating a new website and brochures. "It was a painful bill," he says.

A year later, he's happy with the change and believes the distinctive name has helped draw new customers to offset the rebranding expenses. "At the end of the day, it's very easy to remember and to spell," he says. Sales at the Manhattan location have remained steady, he says, and sales are growing in the three cities where he expanded, though he won't disclose any figures.

Expert advice: Some entrepreneurs "pigeon hole themselves because they want to be very descriptive with the name so people can understand what it is," Altman says. "But when it comes to growing and expanding that really doesn't work in your favor. Changing to something that is a little more evocative and has more of a story is a good way to go."

Related Video: Legal Tips for Setting Up a 'DBA'

Business: Online weight-loss program
Name: Retrofit (previously Strongsuit)

A few months after Jeff Hyman, 44, launched a virtual weight-loss program for business professionals in 2011, he realized that potential customers were having trouble finding his website. Some people thought the original name, Strongsuit, meant menswear rather than fitness services. "It became clear, even after a few months, that people were confused and they didn't understand how [the name] tied to the business," Hyman says.

He estimates he spent $25,000 in 2011 to hire A Hundred Monkeys to rebrand his Skokie, Ill.-based company as Retrofit, a reference to retrofitting your body. "If you are going to change the name you are better off doing it sooner than later," Hyman says. "There was a loss of momentum" with the first name.

The company tested the new name with about 50 consumers and received positive feedback, Hyman says. After the change, both sales and website traffic grew, he adds, but declines to disclose any figures.

Expert advice: Avoid names that don't clearly relate to your line of business. They are likely to cause confusion with consumers and probably won't show up in Internet searches for your type of product or service. "There's nothing in [Strongsuit] that says changing your body was a primary consideration," Altman says. Instead, he adds, you should pick a name that tells what your business does but isn't too basic.

Top of Mind: On Selling YourselfConfidence is everything when it comes to selling yourself. Knowing who you are and how ...
30/09/2014

Top of Mind: On Selling Yourself

Confidence is everything when it comes to selling yourself. Knowing who you are and how you can add value is invaluable in any workplace. And it doesn’t mean you are everything or know everything. Confidently admitting you don’t have the answer, while outlining a plan to obtain it, demonstrates a true level of belief in yourself and your abilities. Seize the opportunity to showcase your problem-solving skills. And finally, score again on following up!

—Mally Steves Chakola, founder and creator, M. Steves

Share your hobbies and interests to help you stand out. Do you scuba dive? Sculpt? Volunteer at a local farm? These extracurriculars will help others relate to and remember you. Commit to these interests—and your business—with wholehearted passion because to fully commit yourself to something is daring; it’s something that will never fail to impress others.

—Petros Georgopoulos, CEO and co-founder, Swapdom

I was at the Water Festival in Alabama trying to sign the music publishing rights to a new band called 3 Doors Down. But instead of meeting them as planned, I ended up with the lead singer’s father. I chipped away at his resistance—which is all that selling is—by asking questions about his life, his talented son, how [international hit] “Kryptonite” got created, and whatever else. He told his son I was “good people.” The deal closed a week later.

—Tom Sturges, president, Tom Sturges Music; author of Every Idea Is a Good Idea

I find that by first genuinely asking those around me what they are working on and looking for, I can best position the ways I may be able to assist them and increase interest in me. Recently, at an airport waiting area, a simple hello and friendly conversation resulted in a new business opportunity because I asked questions and was then prepared to share a sincere and confident offering.

—Michael Vigeant, president and CEO, GreatBlue Research

Two key skills I learned in selling myself and my services have paid off immensely. First, make eye contact to show the person with whom you’re speaking that he or she is important and being listened to. It also sends the subconscious message that you are on your A game. Secondly, maintain a steady pitch when you speak; do not end a sentence with a question, which reflects weakness in your presentation and position. Keep your tone firm from beginning to end, and you will come across as both trustworthy and solid, which will convert to dollars.

—Frances Kweller, CEO, Kweller Prep

As a restaurateur, I'm a “sales lead” many times each week. I was also a salesman myself for 18 years. One fundamental I learned: There would be no interview without trust. That trust has to be established in the first two minutes. How? I coached myself before entering the appointment. “Brian, you are here for one reason: The Prospect. Think about them. Ask about them. Learn about their needs, and how you can fulfill one with your product. Care about what they care about. Do it honestly and sincerely. You can help them succeed. Do it!” People can sense your sincerity, and that breeds trust.

—Brian Olson, founder and CEO, Café Intermezzo in Atlanta

Other people assign us value and opportunities based on how they see us. Their perception is our reality. Before you can sell yourself, you must take inventory of what you’re working with. What is your unique value? How do you want to be perceived? What makes you credible? Who are you selling to? These questions drive the personal branding process, and create the platform off which you can consistently and authentically sell your value to people who might need you.

—Lida Citroën, author of Your Next Mission: A Personal Branding Guide for the Military-to-Civilian Transition and principal of LIDA360

The best way to sell yourself is to not sell at all. Deliver solid results to your board and investors. And be humbled when you don’t and take the blame courageously. Deliver great learning and advancement opportunities to your employees. Be loving and caring to those who work with you and for you, and when it is time to walk through walls, they will stand up and want to run through them. Sell by example, and you will win every time.

—Kevin Surace, CEO, appvance.com

Everyone has a personal brand. Be purposeful in how you sell it. I am passionate about creating and developing businesses, and my success comes from being focused, persistent and authentic. I build trust for a living, so I sell myself best by doing what I love and following my principles. I am not driven by validation, but when I was on Shark Tank, it didn’t hurt to hear Kevin O’Leary say, “You know what you’re talking about.”

—Steven Nakisher, Ph.D., co-founder of Talbott Teas, acquired by Jamba Juice

Trying to Figure Out Your Customer?You’ve probably seen   floating around on Instagram or Facebook. Translation: The has...
30/09/2014

Trying to Figure Out Your Customer?

You’ve probably seen floating around on Instagram or Facebook. Translation: The hashtag means that no photographic filters or special effects have been applied to enhance or alter its related picture. What you see is what you get—it’s an authentic representation.

As marketers or researchers, our job is to discover consumer truths. We accomplish this through qualitative or quantitative research, understanding market trends and firsthand observation. But sometimes the truth can get altered, polished or—in some other way—filtered, which can ultimately lead to faulty decision-making or subpar ex*****on in market.

Here are some common “filters” to watch out for in consumer research and a few quick tips to help avoid them:

1. The Curse of Knowledge: If you’ve been working on a brand or in an industry for a long time, you can start to feel like you know it all—that there’s nothing new under the sun. To cope with vast amounts information, the brain naturally develops shortcuts that inform how the world is organized. A simple example of this in marketing is a Target Consumer description—we can’t possibly know every single person who fits within the definition, so we compile and summarize data to create a story for a single composite individual, who is the Target Consumer. The problem is that if we observe something that doesn’t fit with what we know, or what we think we know, we tend to unconsciously overlook it or even consciously discount it (in psychological terms, to prevent “cognitive dissonance”). The problem is that sometimes the pieces that don’t fit can actually lead to the biggest insights. Quick tips: Get perspective from colleagues outside your immediate brand or category on a research report—see what stands out to them. Invite newer team members, interns or even business partners who usually don’t participate in consumer research to attend and contribute. Use a moderator with limited experience with your company or industry.

2. Drawing Conclusions Too Early: It’s the end of the second of six consumer interviews and you’ve reviewed only half of the latest survey data. You’re starting to see some patterns and our biologically lazy brains want to stop working so hard. Instead, you make the flying leap to a key learning point and switch your thinking into “action mode”—what to fix or adjust or add. The problem is that you’re so busy drawing conclusions, coming up with recommendations or literally revising the research stimuli in real time, that you miss critical learning and only get a fraction of the research value. Quick tips: When doing qualitative research, write your notes in actual consumer language and capture real-time observations as much as possible. This not only forces you to stay mentally present, but also gives you great input for analysis and synthesis later. Take time to process what you’ve learned before drawing conclusions. If possible, give a bit of time between the conclusion of qualitative research and the team debriefing session, or read over all the data from a quantitative study to let your brain begin finding all the patterns before jumping to the executive summary.

3. In-Going Personal Biases or Hypotheses: Developing hypotheses before consumer research is a good thing, right? It depends on whether you’re approaching the research with an “inquiry” or an “advocacy” mindset. With an inquiry mindset, you have questions and hypotheses, and you are seeking the answers, to either prove or disprove your hypotheses. If you have an “advocacy” mindset, you are only seeking to prove your existing assumptions and are looking and listening for data points that support your argument. There’s a time and place for advocacy-based approaches in business, but to uncover deep, rich consumer insights, an inquiry mindset will get you to the complete truth, the salient information needed for decision-making. Quick tips: Before a consumer research project of any kind, spend some time as a team sharing and capturing assumptions and hypotheses. Acknowledging those up front can make you conscious of any potential biases, and capturing assumptions as a group can help hold everyone accountable after the fact. Once you have the conclusions, go back to that list and do a check. If everything you learned lines up, you either didn’t need to do the research in the first place or you all deserve a big raise—or consider whether some existing biases or assumptions may have colored your interpretations. Make sure you use to get the most authentic and insightful view of your consumers or customers the next time you’re involved in customer research

3 Rules for Successfully Working with Your Significant Other The more than 28 million small businesses in America employ...
29/09/2014

3 Rules for Successfully Working with Your Significant Other

The more than 28 million small businesses in America employ half of the working population. Of those businesses, a quarter—some 7 million—are run by entrepreneurs working from home. And rather than go it alone, many home-based entrepreneurs partner up with a significant other.

“Working from home with your spouse can be a challenge in many ways, but it’s rewarding and undoubtedly worth it to succeed with your significant other,” says Peter Champe, who co-owns two companies with his wife, Elise. “However, to balance work, home and your marriage, it’s important to think ahead and plan your business carefully, deciding what will work and what won’t.”

Together the Champes have built Baby Comfy Care and Eclipse Sun Products, earning placement for their healthy goods in Walgreens stores nationwide, despite encountering the challenges faced by every growing company while also negotiating a husband-and-wife relationship.

Here are the Champes’ three rules to succeeding in a home-based business with your significant other:

1. Separate home and work. When your office is at your house, it is easy to blur the lines between what’s business and what’s personal. Create timetables that ensure neither facet of your lives suffers from a lack of attention.

2. Maintain respect. While you are working in your home, it’s important to remember to respect your partner—say please and thank you. Forgetting common manners can hurt both your marriage and business in the long run.

3. Stay strong. Recognize what each person excels at and stick to your strengths. Separate the business into sections and stay there, trusting your partner to do his or her share. Maintain your individuality while working as a couple to succeed.

Great Employees Have These 3 ThingsExperience has taught me that when you are in the presence of a brilliant thinker, al...
29/09/2014

Great Employees Have These 3 Things

Experience has taught me that when you are in the presence of a brilliant thinker, always have a pen and paper handy. As you begin to ask questions, you’ll find that a river of wisdom, insight, and real-time examples freely flows from someone with valuable insight into the world. This was the case with J. Lennox Scott, Chairman and CEO of John L. Scott Real Estate, a third-generation real estate firm with 130 offices and 2,500 agents, based in Seattle.

While enjoying an exquisite dinner at the Bull and Bear in the Waldorf Astoria, Orlando, I asked Lennox, “What has caused your company to succeed in this economy?” He told me that everything shifted when he challenged his employees to walk in joy, walk in abundance and live an inspired life.

Now, before you write this off as some hocus-pocus concept, consider the impact this attitude shift had on Lennox’s business: 40 percent of new business (that is, referrals, which are like gold in the real estate business) came from 80 percent of the people the agents already knew and had personal face-to-face contact within 90 days. That is just incredible.

“Our company is not just a real estate company; we are a learning company,” Lennox said. He requires all of his executives to read the same book, then come together to discuss how they intend to apply the techniques they have learned. This exercise has inspired the agents to improve themselves and stop settling for the status quo.

Lennox’s most successful agents have developed three things: positive mindset, skill-level competency and being action-oriented.

Sometimes agents can have the right mindset, but lack the skill level to compete. When this is the case, it’s up to the leader or manager to help his employees develop their skills.

When an agent has neither the right mindset for the job, or the appropriate skill level to perform, this person likely will fail to take any action and leave the organization. The real estate business is a tough one and, with a 30 percent turnover rate amongst agents, the ones who survive do so because they possess all three of the components—the right mindset, the skill level needed to compete and the initiative to take action on his own behalf.

Lennox’s final step toward success was hiring a Vice President of Agent Excellence, whose sole responsibility is helping agents maximize their performance. Think of it as a combination of organizational development, human resources, and professional development. His mission is to help agents discover possibilities, rather than focusing on why they are not doing something. Then he challenges agents by asking, “Why are we doing this activity?” and “How can we create a positive outcome?”

Another buzzword. I asked Lennox what he meant by “positive outcome.”

“To get to the positive outcome,” he said, “you have to find out how the agents can make a positive contribution to the potential prospect or past client. This simple act of consistently looking to serve the customer ultimately pays off. It’s not about what you get from them; it’s about what you can give to them.”

This method allows an agent to “walk in joy” because he knows that he is positively impacting his customer’s life and doing more than just buying or selling a home. “Walking in abundance” happens when an agent knows that he is making a positive contribution to his customers’ lives and is worthy of earning a living from the problems he solves and solutions he finds.

As a leader, you can do the same:

1. Find out whether your team members possess the right mindset, skill level and initiative to take action. If they are lacking any of these areas, then you have your work cut out for you.

2. Tell your employees what they are doing right instead of what they are doing wrong. I like to recall this anecdote: A coach was yelling at a football player, telling him all the things he was doing wrong on the field, when another player observed the coach berating his teammate and said, “Coach, aren’t you going to tell him how to do it right?”

3. Walk in joy. Every day you need to bounce out of bed with pep in your step because you have that day to create a moment for your team members. Say thank you, nudge them to go the extra mile, give them an assignment that stretches their capabilities, and get out of their way.

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Chanda Nagar

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