sábado, 28 de fevereiro de 2015
This Android keyboard for Excel makes me feel really good about Microsoft
A Microsoft tá pegando o embalo do foco do cliente... Jaci Shibao tá lá pra ajudar. Falta mudar no office para como era antes o substituir fontes. A gente digitava e ia aparecendo a fonte digitada. Agora a cada digitação ele vai na inicial da fonte.
from Facebook http://ift.tt/1E0z6fK
via IFTTT
from Facebook http://ift.tt/1E0z6fK
via IFTTT
quinta-feira, 26 de fevereiro de 2015
quarta-feira, 25 de fevereiro de 2015
O Sam Walton disse a respeito de uma crise prevista para os Estados Unidos: Ouvi falar que vai ter, mas aviso que o Walmart não vai fazer parte dela. o Brasil está numa crise das mais apavorantes das últimas décadas, e uma coisa é mais fácil de prever do que o resultado do Oscar: muitas franquias terão muitos franqueados em inadimplência nos próximos meses a culpa não vai ser de ninguém individualmente... a culpa é da crise com a super oferta que os tempos de vaca gorda construíram... duas posturas possíveis... eu vi um franqueador ontem em Vitória indo batalhar com o shopping pelos direitos do franqueado outro franqueador disse que o remédio para essa inadimplência é tolerância zero quem está mais certo? eu sei... mas será que os franqueadores sabem? nessa hora, se aproximar dos franqueados é fundamental, ajudar, ouvir, aconselhar, dar exemplo com as lojas próprias... por acaso o primeiro está com o volume de vendas de mesmas lojas estável. há dois anos disse para o Robinson Shiba da Trend Foods que 2014 seria crítico, que ele se preparasse para o pior, ele se preparou... 2015 vai ser pior ainda em termos de mercado. mas vai requerer muita parceria, que o franqueado mergulhe na operação, que ninguém mais leia jornal porque não adianta... que o franqueador seja mais do que nunca parceiro do cara que investiu a vida na sua marca 2015 vai ser maravilhoso para quem praticar Franquia de Corpo e Alma Adir Ribeiro obrigado pela ativação do assunto ontem. Paulo Mendonça agitemos nossos clientes franqueadores e franqueados... Melitha Novoa Prado vamos ativar nossos parceiros...
terça-feira, 24 de fevereiro de 2015
February 24, 2015 at 06:14PM
Photo taken on February 24, 2015 at 06:14PM
via Do Camera http://ift.tt/1w94guV
sábado, 21 de fevereiro de 2015
sexta-feira, 20 de fevereiro de 2015
Pra um fim de semana mais alegre. Um vídeo que a Sheila Bassoul me mandou, que define o conceito mais importante que aprendi sobre atendimento: Atendimento é reflexivo. Se o cara que está atendendo é bom atendente ele reflete o que você está sentindo e passando para ele. Se ele é mal contratado nada conserta. A vida é assim também. Ela reflete tudo o que sentimos, fazemos, pensamos. Se você leva a vida bem ela vai sorrir muito pra você.
from Facebook http://ift.tt/1EdkKZT
via IFTTT
from Facebook http://ift.tt/1EdkKZT
via IFTTT
quinta-feira, 19 de fevereiro de 2015
10 Years of YouTube: Evolution of Viral Video
O youtube - 10 anos em pouco mais de 15 minutos... Das coisas mais sérias até as maiores bobagens...
from Facebook http://ift.tt/1AfDLb8
via IFTTT
from Facebook http://ift.tt/1AfDLb8
via IFTTT
quarta-feira, 18 de fevereiro de 2015
Tendências de varejo 2015 Ponto de Referência Edmour Saiani
Podia estar matando, roubando, mas tô aqui só dizendo a vocês que a apresentação do NRF, versão mais atualizada com tudo o que aconteceu lá está a um clic de vocês... http://ift.tt/1CFjQnG Acrescentamos os conceitos finais que faltavam... Agora é levar tudo isso para a sua empresa. Conte conosco...
from Facebook http://ift.tt/1CFjQnG
via IFTTT
from Facebook http://ift.tt/1CFjQnG
via IFTTT
Five Lessons Retailers Can Learn From Whole Foods Market's Q1 Performance
O que o Whole Foods fez que você pode fazer na sua marca para reverter uma perspectiva de crise... Five Lessons Retailers Can Learn From Whole Foods Market's Q1 Performance Comment Now Whole Foods Market reported a great start to their fiscal year, with Q1 results showing growth on key metrics including sales, share, and comp-sales versus a year ago and sales up over 10% to $4.7 billion. Retail isn’t for the faint of heart and grocery is among the most challenging segments within the category, with razor-thin margins and brutal competitors. Whole Foods attributed their strong quarter to a wide variety of initiatives. What are the secrets to Whole Foods Market’s strong performance that might be applicable to other retailers? 1. Don’t Take Awareness for Granted Marketers of established brands often assume that awareness is adequate if it’s above 80% in the vicinity of specific retail outlets, focusing marketing initiatives on in-store marketing vehicles that reach shoppers who are already there. But general brand awareness can be far too blunt a measure to determine what is really going on in the minds of target consumers. It’s often said that a problem well stated is half solved. Successfully isolating the precise vulnerabilities of a retailer’s current state is a step often missed by even the finest marketers. General perceptions that Whole Foods prices are likely very high are not new, with some referring to the retailer as Whole Paycheck. To combat perceptions of high cost per item, Whole Foods launched entries like 365 Everyday Value® as competitively priced on staples versus competitive grocery outlets. This is not the kind of perception that is successfully overcome with a one-off communications effort, especially in the world of grocery where competitors constantly bombard the airways with price and item campaigns. Whole Foods addressed this long-existing perception with the launch of its Values Matter national campaign on television and in print. According to the Q1 analysts’ call, the campaign has doubled awareness among Whole Foods Market’s target audience, and showed increases in key attributes like value perception and shopping intention versus competitors. 2. Partner to Meet Consumer Needs Faster Consumers increasingly demand that retailers meet the “I want what I want when I want it” standard, as defined by consumer shopping expert Dr. Kit Yarrow in her recent book Decoding The New Consumer Mind. Whole Foods Market is wise to recognize their consumers are quickly coming to expect fast, low-cost delivery and don’t particularly care how the retailer makes it happen. While they could have been investing intensive time and capital to handle home delivery themselves like Walmart and AmazonFresh are doing, Whole Foods instead chose to partner with Instacart, the current darling of Sand Hill Road. Part of the sharing economy, Instacart is a collection of independent contractors who shop based on a list they receive from shoppers and deliver to the doorstep of each for a reasonable cost ($3.99–$5.99), sometimes within an hour. Instacart is not an exclusive provider to Whole Foods, also providing shopping services to major retailers like Costco, Safeway, and regional boutique retailers across the 15 markets where they operate in the U.S. Whole Foods Market has already seen online delivery hit $1 million since the partnership began in September, with online delivery sales as high as 5% in some stores. Perhaps Whole Foods will decide that building their own delivery infrastructure is a wise investment, but in the meantime they are meeting the demands of IWWIWWIWI consumers immediately and learning the ropes on online shopping and delivery, which will better inform all future decisions. Whole Foods’ partnership model doesn’t stop with Instacart. In order to meet consumers’ expectations to pay how they want, Whole Foods was one of the first retailers to accept Apple Pay. 3. Don’t Burn Resources on Faux Loyalty It seems that every retailer has a loyalty program…at least in name. But over-proliferation of meaningless point programs among increasingly cynical consumers has made many loyalty programs not worth the cards they are printed on. Whole Foods has been a late arrival to the affinity club party. Arguably this has been a missed opportunity. Perhaps slow was the correct speed to approach, as Whole Foods is now in the midst of an affinity test that will hopefully translate to meaningful increases in consumer value. With useless cards spilling out of most wallets, at this point loyalty programs must be truly meaningful to customers or shouldn’t exist at all. 4. Excel In-Store For all retailers, in-store experience is what really matters. A good one means another visit is in the future. A bad one means this date could be the last. In their Q1 earnings call, Whole Foods reiterated their commitment to an unparalleled shopping experience, the refreshing of older stores, and a commitment to improving value and increasing product transparency. These are familiar words bordering on cliché, though most Whole Foods shoppers seem happy with the state of their stores. 5. Continuously Test Innovations Consumers often don’t know what they want until they see it. To keep up, successful retails need to be in constant “test and learn” mode, with different initiatives in the hopper to see what might stick when. To wit, Whole Foods is considering offering a variant of their employee health program to consumers that includes nutrition, cooking, and health assessments based in their hometown headquarters of Austin, Texas. Also consistent with their holistic lifestyle offering, they are testing microbreweries in some stores, after debuting one in Houston. These are initiatives that seem to further differentiate them from competitive grocers. Whole Foods has had their share of tough quarters over their 35-year history, but things have really come together lately as indicated by the kick-off of their fiscal year. Their initiatives addressing consumer satisfaction are serving them well and can offer ideas to satisfy the needs of IWWIWWIWI consumers across the entire retail segment. This article is available online at: http://onforb.es/1yPGlRq
from Facebook http://onforb.es/1yPGlRq
via IFTTT
from Facebook http://onforb.es/1yPGlRq
via IFTTT
O que o Whole Foods fez que você pode fazer na sua marca para reverter uma perspectiva de crise... Five Lessons Retailers Can Learn From Whole Foods Market's Q1 Performance Comment Now Whole Foods Market reported a great start to their fiscal year, with Q1 results showing growth on key metrics including sales, share, and comp-sales versus a year ago and sales up over 10% to $4.7 billion. Retail isn’t for the faint of heart and grocery is among the most challenging segments within the category, with razor-thin margins and brutal competitors. Whole Foods attributed their strong quarter to a wide variety of initiatives. What are the secrets to Whole Foods Market’s strong performance that might be applicable to other retailers? 1. Don’t Take Awareness for Granted Marketers of established brands often assume that awareness is adequate if it’s above 80% in the vicinity of specific retail outlets, focusing marketing initiatives on in-store marketing vehicles that reach shoppers who are already there. But general brand awareness can be far too blunt a measure to determine what is really going on in the minds of target consumers. It’s often said that a problem well stated is half solved. Successfully isolating the precise vulnerabilities of a retailer’s current state is a step often missed by even the finest marketers. General perceptions that Whole Foods prices are likely very high are not new, with some referring to the retailer as Whole Paycheck. To combat perceptions of high cost per item, Whole Foods launched entries like 365 Everyday Value® as competitively priced on staples versus competitive grocery outlets. This is not the kind of perception that is successfully overcome with a one-off communications effort, especially in the world of grocery where competitors constantly bombard the airways with price and item campaigns. Whole Foods addressed this long-existing perception with the launch of its Values Matter national campaign on television and in print. According to the Q1 analysts’ call, the campaign has doubled awareness among Whole Foods Market’s target audience, and showed increases in key attributes like value perception and shopping intention versus competitors. 2. Partner to Meet Consumer Needs Faster Consumers increasingly demand that retailers meet the “I want what I want when I want it” standard, as defined by consumer shopping expert Dr. Kit Yarrow in her recent book Decoding The New Consumer Mind. Whole Foods Market is wise to recognize their consumers are quickly coming to expect fast, low-cost delivery and don’t particularly care how the retailer makes it happen. While they could have been investing intensive time and capital to handle home delivery themselves like Walmart and AmazonFresh are doing, Whole Foods instead chose to partner with Instacart, the current darling of Sand Hill Road. Part of the sharing economy, Instacart is a collection of independent contractors who shop based on a list they receive from shoppers and deliver to the doorstep of each for a reasonable cost ($3.99–$5.99), sometimes within an hour. Instacart is not an exclusive provider to Whole Foods, also providing shopping services to major retailers like Costco, Safeway, and regional boutique retailers across the 15 markets where they operate in the U.S. Whole Foods Market has already seen online delivery hit $1 million since the partnership began in September, with online delivery sales as high as 5% in some stores. Perhaps Whole Foods will decide that building their own delivery infrastructure is a wise investment, but in the meantime they are meeting the demands of IWWIWWIWI consumers immediately and learning the ropes on online shopping and delivery, which will better inform all future decisions. Whole Foods’ partnership model doesn’t stop with Instacart. In order to meet consumers’ expectations to pay how they want, Whole Foods was one of the first retailers to accept Apple Pay. 3. Don’t Burn Resources on Faux Loyalty It seems that every retailer has a loyalty program…at least in name. But over-proliferation of meaningless point programs among increasingly cynical consumers has made many loyalty programs not worth the cards they are printed on. Whole Foods has been a late arrival to the affinity club party. Arguably this has been a missed opportunity. Perhaps slow was the correct speed to approach, as Whole Foods is now in the midst of an affinity test that will hopefully translate to meaningful increases in consumer value. With useless cards spilling out of most wallets, at this point loyalty programs must be truly meaningful to customers or shouldn’t exist at all. 4. Excel In-Store For all retailers, in-store experience is what really matters. A good one means another visit is in the future. A bad one means this date could be the last. In their Q1 earnings call, Whole Foods reiterated their commitment to an unparalleled shopping experience, the refreshing of older stores, and a commitment to improving value and increasing product transparency. These are familiar words bordering on cliché, though most Whole Foods shoppers seem happy with the state of their stores. 5. Continuously Test Innovations Consumers often don’t know what they want until they see it. To keep up, successful retails need to be in constant “test and learn” mode, with different initiatives in the hopper to see what might stick when. To wit, Whole Foods is considering offering a variant of their employee health program to consumers that includes nutrition, cooking, and health assessments based in their hometown headquarters of Austin, Texas. Also consistent with their holistic lifestyle offering, they are testing microbreweries in some stores, after debuting one in Houston. These are initiatives that seem to further differentiate them from competitive grocers. Whole Foods has had their share of tough quarters over their 35-year history, but things have really come together lately as indicated by the kick-off of their fiscal year. Their initiatives addressing consumer satisfaction are serving them well and can offer ideas to satisfy the needs of IWWIWWIWI consumers across the entire retail segment. This article is available online at: http://onforb.es/1yPGlRq
Alibaba founder Jack Ma was rejected from 30 jobs, including KFC, before becoming China's...
Se te rejeitaram numa entrevista de emprego 2 vezes, faltam 28 para você se igualar ao home mais rico da China. Jack Ma. Dono do Alibaba, que faturou em 2014 mais que o Walmart.
from Facebook http://ift.tt/1E237w4
via IFTTT
from Facebook http://ift.tt/1E237w4
via IFTTT
domingo, 15 de fevereiro de 2015
5 new technologies that may change how you shop
Imperdível para quem está conectado. Varejo Mashop. Mashup com shop. Coisas que vão mudar o jeito de comprar. Grasiela Scheid Tesser da NL Make IT Simple sabe disso.
from Facebook http://ift.tt/1MnF9yO
via IFTTT
from Facebook http://ift.tt/1MnF9yO
via IFTTT
How Rebecca And Uri Minkoff Are Shaking Up Retail
A coisa mais importante que aconteceu no varejo em 2014. Vai durar todo 2015. Rebecca Minkoff
from Facebook http://ift.tt/1z0jTpG
via IFTTT
from Facebook http://ift.tt/1z0jTpG
via IFTTT
segunda-feira, 9 de fevereiro de 2015
Amazon opens its first store
A primeira a gente nunca esquece. Amazon abre a primeira loja física. Amazon opens its first store http://ift.tt/1CZVNAa
from Facebook http://ift.tt/1CZVNAa
via IFTTT
from Facebook http://ift.tt/1CZVNAa
via IFTTT
domingo, 8 de fevereiro de 2015
Previsões nefastas para marcas em 2015. Discordo do windows 10. Acho o novo windows muito bom. A Microsoft apenas foi idiota querendo forçar o usuário a usar a nova interface tirando o botão start. Um aplicativo barato o repõe. Chama-se start8. Agora a microsoft resolveu devolver. 5 Brand Disasters That Will Happen in 2015 http://ift.tt/1J0DVXu
5 Brand Disasters That Will Happen in 2015
Previsões nefastas para marcas em 2015. Discordo do windows 10. Acho o novo windows muito bom. A Microsoft apenas foi idiota querendo forçar o usuário a usar a nova interface tirando o botão start. Um aplicativo barato o repõe. Chama-se start8. Agora a microsoft resolveu devolver. 5 Brand Disasters That Will Happen in 2015 http://ift.tt/1J0DVXu
from Facebook http://ift.tt/1J0DVXu
via IFTTT
from Facebook http://ift.tt/1J0DVXu
via IFTTT
sábado, 7 de fevereiro de 2015
Staples buys Office Depot for $6 billion
Mais uma conFUSÃO. Já já uma some e outra piora. Coisa de todas as fusões. Staples buys Office Depot for $6 billion http://ift.tt/1zIQnHz
from Facebook http://ift.tt/1zIQnHz
via IFTTT
from Facebook http://ift.tt/1zIQnHz
via IFTTT
#2015vaisermaravilhoso Voltei de NY depois de ter visto um monte de coisas novas lá. Fiz uma superapresentação. Escrevi um super artigo. E você nem deu uma olhadinha? Se eu fosse você olharia... P.S. 2015 só vai ser maravilhoso pra quem aprender e aplicar alguma coisa disso que estamos mostrando... A apresentação está aqui... http://goo.gl/J8fD5R O artigo está aqui... http://ift.tt/1DLQTFa
No Brasil, marca online vai pro offline, seguindo a tendência. Abre loja e tacale pau na Liquidação. Liquidação é lixo do varejo. Pelo amor de Deus por que uma marca de móveis super bacana faz isso? Quanta reputação um dono de marca acha que perde com isso? Até porque móvel não tem tanta obsolescência assim... Deus os abençoe... E eles que aprendam...
No Brasil, marca online vai pro offline, seguindo a tendência. Abre loja e tacale pau na Liquidação. Liquidação é lixo do varejo. Pelo amor de Deus por que uma marca de móveis super bacana faz isso? Quanta reputação um dono de marca acha que perde com isso? Até porque móvel não tem tanta obsolescência assim... Deus os abençoe... E eles que aprendam...
No Brasil, marca online vai pro offline, seguindo a tendência. Abre loja e tacale pau na Liquidação. Liquidação é lixo do varejo. Pelo amor de Deus por que uma marca de móveis super bacana faz isso? Quanta reputação um dono de marca acha que perde com isso? Até porque móvel não tem tanta obsolescência assim... Deus os abençoe... E eles que aprendam...
sexta-feira, 6 de fevereiro de 2015
quinta-feira, 5 de fevereiro de 2015
quarta-feira, 4 de fevereiro de 2015
Alibaba Starts Drone Delivery Test In Three-Day Program
Entregas com drones. A Amazon falou que ia fazer. A Alibaba ds China que é o dobro do tamanho da Amazon fez. Alibaba Starts Drone Delivery Test In Three-Day Program http://ift.tt/1AqP039
from Facebook http://ift.tt/1AqP039
via IFTTT
from Facebook http://ift.tt/1AqP039
via IFTTT
Retail - Fortune
Suco já vende mais que coca-cola no McDonalds. Eles sabem disso. Agora vão vender leite. Coca-Cola is about to start selling a new protein-packed milk http://ift.tt/1EFzjqg
from Facebook http://ift.tt/1EFzjqg
via IFTTT
from Facebook http://ift.tt/1EFzjqg
via IFTTT
terça-feira, 3 de fevereiro de 2015
Electric toothbrush mates simplicity with low-cost subscriptions
Assinatura de commodities. Futuro. Já tinha de lâmina de barbear. Agora escova e pasta de dentes. Já já supermercado. Pra quem odeia ir como eu. Electric toothbrush mates simplicity with low-cost subscriptions http://ift.tt/1LJzlPL
from Facebook http://ift.tt/1LJzlPL
via IFTTT
from Facebook http://ift.tt/1LJzlPL
via IFTTT
Amazon reportedly wants RadioShack stores to better compete with Apple
Quando a gente acha que tudo aconteceu no varejo começa tudo de novo. Amazon quer comprar RadioShack pra competir com Apple. Mais uma .com que abrirá ponto memso. Amazon reportedly wants to buy RadioShack stores to better compete with Apple http://ift.tt/1yzifLA
from Facebook http://ift.tt/1yzifLA
via IFTTT
from Facebook http://ift.tt/1yzifLA
via IFTTT
Marsala - Pantone Color of the Year 2015: - Color trends, color palettes , Pantone 18-1438 TCX.
Não sabia? Quem dita a moda são os fabricantes de pigmento. A pantone todo ano divulga o que planejou anos atrás. A cor do ano. Sua vida vai mudar por isso. Kkkkkkkkk Marsala - Pantone Color of the Year 2015: - Color trends, color palettes , Pantone 18-1438 TCX. http://ift.tt/12y3XC6
from Facebook http://ift.tt/12y3XC6
via IFTTT
from Facebook http://ift.tt/12y3XC6
via IFTTT
segunda-feira, 2 de fevereiro de 2015
Lululemon Billionaire Chip Wilson Quits Board, Moves Into Performance Cashmere
O fundador da Lululemon sai definitivamente da empresa. E vai investir em outra. Billionaire Chip Wilson Quits Board, Moves Into Performance Cashmere http://ift.tt/168Hv3r
from Facebook http://ift.tt/168Hv3r
via IFTTT
from Facebook http://ift.tt/168Hv3r
via IFTTT
Why Your Employees Should Come Before Customers
Imperdível. Mais um a favor de uma tese irrefutável. Equipe é mais importante que o cliente. Veja o depoimento e a argumentação. Why Your Employees Should Come Before Customers | Inc.com http://ift.tt/1Hg2iR2
from Facebook http://ift.tt/1Hg2iR2
via IFTTT
from Facebook http://ift.tt/1Hg2iR2
via IFTTT
Assinar:
Postagens (Atom)