Tag Archive | "Says"

A Facebook Coin is Probably the Next Big One, Says Blockchain Capital Limited Co-founder

“For multinationals to issue their own currencies and request that their consumers purchase in that particular currency is not that outlandish,” says Blockchain Capital Limited co-founder Gavin Brown.  “So perhaps with multinationals being what they are the fact that they are able now digitally and technologically to issue their own currencies and request their consumers to use it is perhaps not a sort of an unreasonable thing to think. It may not be the whole mission short term but certainly in the medium term for sure. I mean a Facebook coin is probably the next big one I think.”

Gavin Brown, co-founder & director at Blockchain Capital Limited discusses blockchain and cryptocurrencies in an interview on CNBC:

Wherever There is Potential for Mistrust Blockchain Can Be a Solution

We’re still very early in the technology, so a lot of people obviously associate bitcoin with blockchain, which is the underlying technology, which is understandable. However, the thing that most people fail to realize is that blockchain technology can obviously be applied to many different sectors and many different industries. I’m really keen, especially in the UK where I do a lot of work in my Future Economies Research Center which is a run out of Manchester Metropolitan University.

What we do there is we look at various industries where blockchain is a really good solution to manage lots of things around provenance and trust, scalability, traceability and things like goods supply chains. Really, wherever you’ve got the potential for mistrust blockchain can be a potential solution.

There Are Now Over 2,000 Cryptocurrencies

Regarding cryptocurrencies, If you look overall there are over 2,000 coins in total now. If you look at fiat currencies, the money we use day-to-day, there are 180 fiat currencies recognized by the United Nations globally. Yet there are over 2,000 cryptocurrencies most of which are trying to be some kind of money replacement. So the general play and the way I perceive it is that we will have a shakeout phase as we do with any kind of technology and we’re likely to see it coalesce around either one or a handful of winners.

Those winners will obviously win big. Identifying who they’re going to be is obviously the challenge. That’s why for most people they’ll probably want to run a portfolio inside the crypto asset space to try and maximize their chances. This is almost similar to a sort of leverage private equity-type model the way you’re running lots of different plays, where most will lose, but if you get the winner then you win big.

A Facebook Coin is Probably the Next Big One

What we’re seeing really is the democratization of money. If you and I wanted to we could create a CNBC coin and within three hours we could have it up and running and when we transact with people we could request that we do it using that particular coin. It raises the question of will people trust that coin? They will trust it if they trust your brand and f they trust your products. For instance, Starbucks has over a billion dollars worth of assets on its balance sheet of people who prepaid for coffee on their charge cards in advance. That’s because they trust the brand, they like the product, and they’re confident it will be there.

For multinationals to, therefore, issue their own currencies and request that their consumers purchase in that particular currency is therefore not that outlandish. We live in an era where McDonald’s has got a higher credit rating than the country of Ireland. So perhaps with multinationals being what they are the fact that they are able now digitally and technologically to issue their own currencies and request their consumers to use it is perhaps not a sort of an unreasonable thing to think. It may not be the whole mission short term but certainly in the medium term for sure. I mean a Facebook coin is probably the next big one I think.

A Facebook Coin is Probably the Next Big One, Says Blockchain Capital Limited Co-founder

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At Honeywell Innovation is Always the Key, Says CEO

“Innovation is the key,” says Honeywell CEO Darius Adamczyk. “Anything we do in Honeywell, innovation is always the key. Whether it’s expanding into Europe, driving more robotics, a connected  warehouse offering which we are bringing to customers and having a broader play, are the key technology levers for that business.”

Darius Adamczyk, CEO and Chairman at Honeywell, discusses how the company is using innovation and technology to drive growth in an interview on Bloomberg:

Honeywell Digital Makes Us a More Contemporary Digital Company

As we always said my number one priority as CEO was to drive organic growth, but we never say we’re going to give up on our margin expansion. We do it through a combination, both commercial levers, which is managing our mix, and always introducing new products, which bring more value to customers. But also not forgetting our roots, which is driving productivity. With the number of ERPs we have and the kind of complexity we have in our supply chain, Honeywell Digital, which is going to make us a much more contemporary digital company, we have plenty of levers for productivity as well.

Honeywell Digital really has three primary elements. First is data governance, which is standard across all our various businesses. We’ve done over 80 acquisitions in the last 15 years so we have a lot of disparity. Then there are common processes, which is we want to run our businesses the same way in a very consistent manner. We have some pockets of excellence, but those have some inconsistency. Finally, all integrated into a common IT platform. Just to give an example, we had well over 1,500 different software applications before we started. We had over 150 ERP systems. It’s just very difficult to run a company efficiently and enable us to really make good data-based decisions. Honeywell digital is really all about enabling that.

Anything We Do In Honeywell, Innovation is Always the Key

Warehouse automation, which we started in 2016 with our Intelligrated acquisition. It’s been just a terrific business growing strong double-digit. We also made another acquisition called Transnorm which added to that technology in Europe in Q4 last year. We were planning on growing it organically, but also we’re looking to enhance our offerings, so we’re looking for inorganic opportunities as well. Innovation is the key. Anything we do in Honeywell, innovation is always the key. Whether it’s expanding into Europe, driving more robotics, a connected warehouse offering which we are bringing to customers and having a broader play, are the key technology levers for that business.

Amazon is a big customer but we have a lot of big customers. I wouldn’t say it’s a predominant customer in that business. Just about everybody is looking into ecommerce because with a lot today’s retail you really have basically two options. One option is to enhance the in-store experience which a lot of retailers are doing. The other one is to drive ecommerce. We think that this trend is going to continue. Although I would say it’s in the middle innings in the US, it’s just beginning in Europe. We think we have a huge opportunity in Europe, India, and some of the other overseas markets.

We have a very active venture capital fund and we’ve made about six investments in the last six months which is augmenting our technology plays. So although we haven’t made any big acquisitions, other than Transnorm in Q4, we are continuing to invest through our venture fund and we’re deploying capital that way. It’s been a terrific story for us in 3D printing for instance, particularly for our aerospace business. For a lot of the slow-moving parts we’re trying to basically get a new part certified and three printing per day. That’s our objective. Our aerospace businesses have made tremendous progress in achieving that and it’s really helping both for our inventory and on-time delivery for a lot of our aftermarket customers.

It’s Important For Teachers To Be More Effective in STEM Education

Regarding the workforce, education is the key and particularly STEM education. Honeywell is a big believer in that. Not only do we develop a lot of our young people that we bring into the company but we also spend a lot of money and time on developing teachers. It’s important for teachers to be more effective in STEM education. It’s something that we’re going to be supporting going forward even on a broader scale because that’s the way to differentiate our company.

We’re always going to be differentiated by technology and we want to bring the brightest and the best. We want to make sure that it’s a competitive issue, not just here in the US, but everywhere we hire people, and we hire people just about everywhere. We have engineers in the US, China, India, everywhere around the globe. I would say lately we’ve actually been very much on the hiring string. When you grow 8% that creates a lot of opportunities to hire a lot of people particularly in the area of technology and engineering and software.

At Honeywell Innovation is Always the Key, Says CEO

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Stop Making These 7 Online Marketing Mistakes and You Will Crush It, Says Neil Patel

If you avoid these seven online marketing mistakes and you follow these tips you’re going to generate more sales, says popular digital marketing expert Neil Patel. A common theme of Neil’s tips is creating a brand. “Google doesn’t want to rank sites that aren’t brands,” he says. “There’s an issue out there called fake news and that’s why they’re pushing brands over anything else.” Patel says that if you follow these tips you’re going to crush it!”

Neil Patel, digital marketing expert and founder of Neil Patel Digital, discusses the seven online marketing mistakes in his latest video release:

Stop Making These 7 Online Marketing Mistakes

I’m going to break down seven online marketing mistakes that you need to stop. You’re probably wondering you’re doing all these things but why aren’t you seeing results? Even if you’re doing the right things, if you’re also doing the wrong things at the same time it’s going to hurt you and it’s going avoid you from getting the results that you deserve.

Mistake 1: Not Collecting Emails

The first mistake you are making is not collecting emails. It doesn’t matter how good you are with SEO or marketing only a very small percentage of your visitors are ever going to convert into customers. By collecting emails not only can you get people to come back to your site but you can convince them to convert over emails.

The moment someone gives you their email address think of that as a micro-commitment. They’re much more likely to convert into a customer because they committed, they already gave you something. That’s why you want to collect emails. You can do this through sliders or exit pop-ups. You can do this for free using tools like Hello Bar.

Mistake 2: Not Collecting Subscribers Through Push Notifications

The second mistake you’re making is you’re not collecting subscribers through push notifications. There are free tools like Subscribers.com that’ll make it easy. Just add in a JavaScript or a WordPress plug-in and then when people come to your website they will automatically subscribe through the browser. Then anytime you have new content or products or services that you want to sell then you can notify them through Subscribers.

Mistake 3: Not Building a Brand

The reason tip number one on collecting emails and tip number two on getting more push notifications subscribers are really important is because you need to build a brand. This gets you into the third mistake. Google doesn’t want to rank sites that aren’t brands. Why is this? There’s an issue out there called fake news and that’s why they’re pushing brands over anything else. It’s not just going to be Facebook and in Google. Eventually, it’s going to be Twitter and LinkedIn and all the sites out there.

When you get people back to your site seven times you’re much more likely to build a brand. It’s called the Rule of Seven in marketing. So with your site, you want to provide an amazing user experience. When you provide an amazing user experience, create a great product, create a great service, it’ll help you build a great brand over time.

Mistake 4: Not Interlinking

The fourth mistake you’re making is not interlinking. You may notice on Google I’m ranking for terms like online marketing on page one. You’re probably wondering how do I do this? A lot of it comes out to interlinking. In my sidebar, I link to my most popular pages of content. When I write blog posts related to online marketing I link back to the online marketing guide that talks about what online marketing is. By having all these links it helps me rank higher.

Mistake 5: Just Focusing On Text-Based Content

The fifth mistake I have for you is just focusing on text-based content. The future of digital marketing is moving to video. It doesn’t mean you should stop doing text but it means you should also be doing video. When you do video you’re going to get more traffic because everyone’s lacking it. LinkedIn wants it right now. YouTube wants more of it. Facebook wants it. Instagram even wants it.

Why is this? They want to crush the television networks. You look at things like the Oscars or traditional movie theaters and they’re not doing as well. You look at traditional TV and they’re going to get crushed. Why? It’s because of Facebook. It’s because of Google. It’s because of Netflix. If you’re there creating that video content you can be part of it and you’re going to get extra traffic. They want as much help as possible to crush these big old-school companies.

Mistake 6: Sticking To Just a Few Marketing Channels

The sixth mistake that you’re making is you’re really sticking to just a few marketing channels. Marketing is competitive. People raise venture capital hundreds of millions of dollars just so they can compete in marketing and sales. You need to do more than one or two or three marketing channels. The more you do the better off you’re going to be.

Mistake 7: Not Asking For the Sale

The seventh mistake I have for you is not asking for the sale. Whether it’s a lead or whether it’s getting people to buy your product, there’s nothing wrong with asking people to buy from you. If you don’t you’re not going to generate any sales. Everyone’s like I get all this traffic through my online marketing but no one’s converting. Why? Because you’re not asking for a sale.

Stop Making These 7 Online Marketing Mistakes and You Will Crush It, Says Neil Patel

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We Want To Be the World’s First Global Sleep Brand, Says Casper CEO

“We really consider ourselves the sleep company,” says Casper co-founder and CEO Philip Krim. “Everything we do is about helping our customers sleep better. It’s about getting a great mattress but it’s about everything that could help you sleep. We’re trying to take products to market that are end to end about sleep solutions. We want to be the world’s first global sleep brand and we think we’re well on our way to doing that.”

Philip Krim, Casper co-founder and CEO, discusses how Casper, a highly successful direct to consumer brand (DTC), is still in the early days of growth in an interview on CNBC:

We Want To Be the World’s First Global Sleep Brand

We actually think Casper stands alone. We really consider ourselves the sleep company. Everything we do is about helping our customers sleep better. We think end to end about sleep. It’s about getting a great mattress but it’s about everything that could help you sleep. In January we launched a technology product, a lighting product, that actually helps you wake up better and fall asleep better. We’re trying to take products to market that are end to end about sleep solutions. We want to be the world’s first global sleep brand and we think we’re well on our way to doing that.

We think we’re really one of the first of our kind. We were a digitally native business, having launched online with Casper.com, but we’re actually now scaling our business offline as well. We’ve opened up 23 retail stores and we have great partners with folks like Target. We believe that we will have a business where no matter how consumers want to shop for our products we have great products and great experiences. We actually think there’s really not a public company comp that’s done that journey.

Repeat Revenue Increases Dramatically As We Launch New Products.

Yesterday we launched our hybrid line which is actually the combination of innerspring technology and foam technology. We launched two different models around that. For us, we’re actually still able to compress those mattresses, ship them anywhere in the country, and they’re really phenomenal products that we’re in development for over a year in our Casper Labs program based in San Francisco. From a cost structure, it works just the same way as our foam mattresses. You can compress it, you can ship it anywhere, it’s super fun to open and they sleep really great.

We make great pillows, we make great sheets, and we make great lighting products. We are seeing higher and higher attachment rates as we launch new products and we’re seeing repeat revenue increase dramatically as we launch new products. We’re only a five-year-old company, actually as of this month. We launched April of 2014. As we get our customers to be a little bit more mature we’re seeing them come back time and time again not just to buy mattresses but to buy our full suite of products. That’s really exciting for us.

We’re In the Early Days of Scaling

We actually changed the way that you would return a mattress. In the industry traditionally it’s a huge pain, but with us, you call us up and we’ll pick up the mattress. You don’t even have to pack it back up, nothing. We will come to pick it and up and then we donate it locally. We appreciate that you gave us a shot. We also are changing the way that people shop for the products. We have our Casper.com website where you can learn all about these great products but we have 23 stores that we’ve opened. We’re opening up over a dozen this quarter, two this week in fact, and those stores are a great complement to the online experience.

We don’t break out profitability overall. Casper has a great product, we have a great business model, and we’re seeing that by taking it to market both online and offline that it’s actually growing our online business in a very efficient way. We think this go to market strategy is working well. We’re in the early days of scaling it and we believe we can keep building this out for years to come.

We Want To Be the World’s First Global Sleep Brand, Says Casper CEO

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Automation Will Not Kill the Need for Human Skills In Manufacturing, Says Allegion CEO

“Where you have a high variation you’re always going to have the need for human input,”  says Dave Petratis, CEO of Allegion. “If your manufacturing designs or products have very little labor input, let’s say like a cell phone, you can automate that. But where you add variation to the product that’s being developed or manufactured it requires labor. I can think of a variety of industries where automation will not kill the need for human skills in manufacturing globally.”

Dave Petratis, CEO of Allegion, discusses the impact of technology and automation on manufacturing jobs in an interview on Bloomberg Markets and Finance:

The Real Breakthrough That’s Coming is Digitization

We see the growth in manufacturing in technical jobs where people are able to manage those automation schemes at higher levels of pay. I’ve been a part of that manufacturing story over my 38 years and have lived that. I think there’s a great underlying story. American manufacturing is doing a great job of driving productivity inside the factory. That’s why the goods and services produced have never been higher, but the skills of those jobs are at a higher level.

That puts challenges on manufacturing like Allegion. At Allegion we have advanced the capabilities of automation in our style of product and it never ends. The real breakthrough that’s coming in the next decade is digitization. This is how we use information technology, artificial intelligence, and information to be smarter manufacturers.

Automation Will Not Kill the Need for Human Skills In Manufacturing

I challenge that (the assertion that technology will replace humans). Where you have a high variation you’re always going to have the need for human input. If your manufacturing designs or products have very little labor input, let’s say like a cell phone, you can automate that. But where you add variation to the product that’s being developed or manufactured it requires labor.

An example of that would be right here in the Indianapolis where we have manufactured here for over a hundred years and shipped globally. We produce 2,200 variations of an exit device which is in the building that you occupied today. It requires human input because of the variation. I can think of a variety of industries where automation will not kill the need for human skills in manufacturing globally.

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We Want America To Be the Leader in 5G, Says FCC Chairman

“We want America to be the leader in 5G,” says FCC Chairman Ajit Pai. “We want to put the building blocks in place so that we can have the possible fastest network so all applications can operate at scale. We think America is the best home for this innovation and investment. If we get it right, especially when it comes to a transformative technology like 5G, we’re confident that we will see even more competition and more innovation.”

Ajit Pai, Chairman of the Federal Communications Commission, discusses how 5G is important to national competitiveness and national security in an interview on Fox Business:

We Want America To Be the Leader in 5G

I think 5G is coming online soon. We already see some American carriers doing trials across the United States. That’s in part because we want America to be the leader in 5G. That’s part of the reason the President and I are doing this event to highlight the early success America has had and to forecast some of the steps we are going to take to continue the momentum. We want America to continue to be the leader in this next generation of wireless connectivity.

We want to put the building blocks in place so that we can have the possible fastest network so all applications can operate at scale. We think America is the best home for this innovation and investment. If we get it right, especially when it comes to a transformative technology like 5G, we’re confident that we will see even more competition and more innovation. Ultimately, that’s what others will have to think about in terms of the appropriate regulatory framework. There’s no question that there have been serious issues raised about privacy and the like that Congress is wrestling with when it comes to regulation of Silicon Valley.

5G is Critical to National Competitiveness and National Security

At the FCC and across the United States government we want to make sure that our networks, especially our next generation 5G networks, are secure and reliable. We do have concerns about any company, any entity, that may have to comply with requests from the intelligence services of a foreign country. That is essentially one of the concerns (regarding Huawei) that have been raised here.

That’s why at the FCC I proposed banning the use of federal funding extended by the FCC from being used on equipment or services that come from companies that have been determined to present a national security threat. This is especially true as we emerge into this 5G environment where some of the networks could be managed from abroad using various software tools. We want to make sure that our networks are secure. That is the base level of expectation that any government should have.

We have to think very seriously about what types of equipment and services we include in our networks here. We are working with some of our counterparts around the world to emphasize to them how important it is to think about the security of these networks. The United Kingdom, for example, recently put out a cybersecurity report about that company (Huawei) that I would certainly bring to peoples attention. Ultimately, these networks are very critical for national competitiveness and national security. We need to make sure they are as reliable as possible.

We Want America To Be the Leader in 5G, Says FCC Chairman Ajit Pai

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Machine Learning Should Be Used to Deliver Great Brand Experiences, Says PagerDuty CEO

PagerDuty began trading on the New York Stock Exchange for the first time this morning and is now trading at more than 60% above their IPO price of $ 24. That gives the company a market capitalization of more than $ 2.7 billion. PagerDuty offers a SAAS platform that monitors IT performance. The company had sales of $ 118 million for its last fiscal year, up close to 50% over the previous year.

The company uses machine learning to inform companies in real-time about technical issues. “Our belief is that machine learning and data should be used in the service of making people better, helping people do their jobs more effectively, and delivering those great brand experiences every time,” says PagerDuty CEO Jennifer Tejada. “PagerDuty is really about making sure that our users understand that this could be a good thing, being woken up in the middle of the night if it’s for the right problem. It’s a way that can help you deliver a much better experience for your customers.”

Jennifer Tejada, CEO of PagerDuty, discusses their IPO and how machine learning should be used to deliver great brand experiences in an interview on CNBC:

It’s Gotten Harder for Human’s to Manage the Entire IT Ecosystem

If you think about the world today, it’s an always-on world. We as consumers expect every experience to be perfect. Every time you wake up in the morning, you order your coffee online, you check Slack to communicate with your team, and maybe you take a Lyft into work. Sitting behind all of that is a lot of complexity, many digital and infrastructure based platforms, that don’t always work together the way you’d expect them to. As that complexity has proliferated over the years and because developers can deploy what they like and can use the tools that they want it’s gotten harder for human beings to really manage the entire ecosystem even as your demands increase.

You want it perfect, you want it right now and you want it the way you’d like it to be. PagerDuty is the platform that brings the right problem to the right person at the right time. We use machine learning, sitting on ten years of data, data on humans behavior and data on all these signals there that are happening through the system, and it really helps the developers that sit behind these great experiences to deliver the right experience all the time.

Machine Learning Should Be Used to Deliver Great Brand Experiences

Going public is the right time for us right now because there’s an opportunity for us to deliver the power of our platform to users all over the world. We are a small company and we weren’t as well-known as we could be and this is a great opportunity to extend our brand and help developers and employees across teams and IT security and customer support to deliver better experiences for their end customers all the time.

At PagerDuty we take customer trust and user trust very seriously. We publish our data policy and we will not use data in a way other than what we describe online. We care deeply about the relationship between our users in our platform. Our belief is that machine learning and data should be used in the service of making people better, helping people do their jobs more effectively, and delivering those great brand experiences every time. PagerDuty is really about making sure that our users understand that this could be a good thing, being woken up in the middle of the night if it’s for the right problem. It’s a way that can help you deliver a much better experience for your customers.

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We Are a Marketplace That Sells Demand Generation, Says Grubhub CEO

“We are a marketplace that sells demand generation,” says Grubhub CEO Matt Maloney. “We sell growth. That’s what our primary product is. We’re not a logistics company. We do logistics because we know that’s an end to get to restaurant growth and make money off our logistics. The gross margins on the logistics are not fabulous. The gross margins on the demand generation are fabulous which is why I differentiate between a logistics company and demand gen company. If you’re selling consumers, you’re selling growth, and you can charge a lot for that.”

Matt Maloney, CEO of Grubhub, discusses with Jim Cramer on CNBC how Grubhub is in the business of driving growth for restaurants and is not just a logistics company:

The American Public Has Just Adopted Digital Ordering

This is our fifth anniversary of our IPO. The market now is ten times what I thought it was five years ago. It’s because the American public has just adopted digital ordering as their preferred way to engage with their local restaurants. We are not just marketing to Millennials. We are marketing on national television across all channels, all time zones, and hitting all segments. We just see that people realize that digitally ordering on their app or on their desktop is just easier.

Of course, our ad campaign is working. I wouldn’t have it on TV if it wasn’t working. You think about it this way. You know your LTV, your lifetime value of your customer, once they start ordering we know that they’re lifers. They’re on forever. We can make that revenue model and then we know how much it cost to put the ad on there. So yes, over time, as people see the ad, more and more it becomes less and less effective. But we’re nowhere near our LTV.

Grubhub National TV Commercial

I have always been willing to be extremely aggressive investing in the future. Historically, I was bound by the amount of money I could invest. The reception of these communications just weren’t hitting the public and they weren’t working as well. Then around the third quarter of last year, we saw that we could spend way more than we had historically. I’m just talking about effectiveness. Spending it effectively. We came to the street on our third quarter earnings call and said we see opportunity and we are going long in the fourth quarter.

Yum Made $ 200 million Investment – They Believe in Our Story

People are going to say where’s the beef, the old Wendy’s commercial. They’re like show me the money. (We don’t have Wendy’s) but everyone talks to everyone in this industry. I think over time exclusivity is just not going to happen. (We have Yum) and Yum is the biggest restaurateur in the world. YUM is an incredible brand which includes Taco Bell, KFC, and Pizza Hut. They are very forward-thinking. They invest in technology a lot and they wanted to make a fundamental partnership and we wanted to understand what the brands needed from a partner.

Yum made a $ 200 million investment because they believe in our story. We didn’t need the investment because we have a very healthy balance sheet. What it did it was really bringing the support of the young brand and the franchisees into Grub. As a tight partnership, we’re able to execute on technology and growth for them in a way that nobody else in the industry is doing right now. I totally disagree (that we aren’t making money from this partnership).

We Are a Marketplace That Sells Demand Generation

We are a marketplace that sells demand generation. We sell growth. That’s what our primary product is. We’re not a logistics company. We do logistics because we know that’s an end to get to restaurant growth and make money off our logistics. The gross margins on the logistics are not fabulous. The gross margins on the demand generation are fabulous which is why I differentiate between a logistics company and demand gen company.

If you’re selling consumers, you’re selling growth and you can charge a lot for that. That’s the profitable side. Everyone else in my industry is a logistics company which has razor thin margins. One of my competitors said they’re the next FedEx. Do you really want to be the next FedEx? There’s the multiple that we can get as marketplaces and there’s the multiple that logistics companies can get.

Everyone Would Prefer to Order Digitally

I think that everyone in the country would prefer to order digitally than order on the phone. That’s why we acquired Tapingo. It’s an incredible acquisition because it gives us further scale on campuses. Tapingo is a pickup focused product. So here’s what you need to think about. We sell growth, we sell orders. I don’t care if that’s a pickup order, a delivery order, a self-delivery order, or a catering order.

Everyone else in my industry only does delivery facilitated by that platform. Because we partner with the restaurants (which means) the restaurants are subsidizing part of our transaction fee, we are always cheaper. That’s what people don’t understand. There’s a lot of bait and switch pricing going on (from competitors).

We Are a Marketplace That Sells Demand Generation, Says Grubhub CEO

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Stop Making These 5 Deadly SEO Mistakes, Says Neil Patel

After you stop making these 5 deadly SEO mistakes your google traffic is going to increase, says digital marketing expert Neil Patel. Sometimes just making a simple change can dramatically increase your traffic. For instance, Patel says that the moment he took out the dates from his URL his search traffic shot up 58 percent in just 30 days.

Neil Patel, digital marketing expert and founder of Neil Patel Digital, discusses the five beginner SEO mistakes in his latest video release:

Mistake 1: Putting Dates in URLs

The first mistake is putting dates in your URL. I used to do this with NeilPatel.com. What a huge mistake. My URL structure used to be NeilPatel.com/year/month/TitleofmyBlogPost. The moment I took out the dates from my URL guess what happened to my search traffic? Within 30 days it went up by 58 percent. I’m not talking about taking my search traffic from a 1,000 visitors to you 1,580 visitors. I had hundreds and thousands of visitors from Google already each month with dates in my URL. The moment I removed them I saw an additional 58 percent increase in my search traffic.

So whatever URL structure you have just make sure it does not have dates. Reason being is when you have a date in your URL, Google thinks of your site as being relevant to that date. You write a blog post and they’re like oh, this blog post must be related to January 12, 2025, or whatever the date is today. If you want your content to continually rank as evergreen content you can’t put dates in your URL.

Mistake 2: Thinking of Your Site as a Silo

The second mistake that you’re making is you’re thinking of your site as a silo. It doesn’t matter how many different sections you have or categories, it’s still one site. It’s on one domain name. For example, my blog is about marketing, so when I create content I link to all the other marketing posts (on my site) that are relevant to the posts that I just released.

You should consider thinking of your website as one big site versus different silos so when you write content you should link to other pieces of content that are relevant. That way all of your pages are going to be interconnected and they’re going to rank higher.

Mistake 3: Thinking of SEO as Just SEO

The third mistake that you’re making is you’re thinking of SEO as just SEO. It’s not just about on page code. It’s not just about building links. It’s not even just about getting social shares. It’s about building a brand. Eric Schmidt, the ex-CEO of Google, once said that brands are the solution. What he’s talking about is that when Google was trying to figure out what sites to rank higher than others he decided as well as ton of other people in Google that if you have a brand you should rank higher.

Why is that? You’ve heard of this thing called fake news. It’s a great way to combat that. It’s not just Facebook who’s concerned about fake news. It’s also Google, LinkedIn, Twitter, and all of the major platforms out there. Building a brand does wonders for you especially when it comes to SEO. You can do things like collecting emails to get people to keep coming back to your site. You can use tools like HelloBar to do that for free. You can use tools like Subscribers to do push notifications so that when people come to your website within one click they can subscribe. Getting all of those people to keep coming back will help reinforce your brand to them. That’ll help you climb in the rankings in the long run.

Mistake 4: Just Writing Content

The fourth mistake is just writing content. I know you’re that content is king, how is that a mistake? Writing content isn’t a mistake. It’s writing content and then not updating it, and that’s what most people do. They just write content and they write more new content then after that they write more content and guess what they do after that they write more new content. If you update your content Google’s going to see it as fresh, hip, new, and still relevant, and rank it higher.

With over a billion blogs out there Google likes picking brand new updated content versus old outdated content. This doesn’t mean you have to rewrite the whole article. It could just be paragraph or two or a few lines. It could just be reviewing an article and making sure it’s still up to date where you make no modifications because it’s still good to go.

Mistake 5: Not Thinking About the User

The last mistake you’re making is not thinking about the user. Google looks at something called user metrics. Whether it’s the browser or the toolbar Google wants to make sure people have an amazing experience. They’re using all those platforms to track how and when people come to your website and how they perceive it.

They can’t talk to them by serving them or anything like that. What they can see is when someone performs a Google search, clicks on the listing landing on your site and within a second they are they clicking the back button. If they are it tells Google your website or that web page isn’t relevant. By putting the user first instead of putting SEO first it’ll help you climb to the top.

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Younger Consumers Want To Connect Emotionally with Brands, Says PVH CEO

“Especially today, younger consumers want to connect emotionally with brands,” says Manny Chirico, CEO of apparel company PVH, which owns many lifestyle brands including Calvin Klein and Tommy Hilfiger. “They don’t want to just aspire for your brand looking down the runway, they want to be part of the life of the brand. I think Tommy Hilfiger does it well.”

Manny Chirico, CEO of apparel company PVH, which owns many lifestyle brands including Calvin Klein and Tommy Hilfiger, discusses how the company has turned around by focusing on ecommerce, technology, and connecting with young consumers. He was interviewed on CNBC:

Consumer Experience is Critical

You have to be willing to make the investment. I think we really have done it (turned around the company), from not only a brand marketing point of view, but investing in all the new technologies and investing in the ecommerce platforms that really will drive the business going forward. Our stores are highly profitable and we need to continue to invest in those stores. The consumer experience is critical and we’re making connections with a younger and younger consumer.

We’re all dealing with the challenge of the distribution models changing, but fundamentally we’ve always been a multi-channel retailer. We have big businesses in brick and mortar, both direct-to-consumer in our own stores and through our key wholesale partners like Macy’s here in the US or Galeries Lafayette in Europe. Those key players we continue to invest back into those platforms.

Younger Consumers Want To Connect Emotionally with Brands

The challenge with that high-end collector fashion business is are you connecting with a younger consumer today and how do you make your investments as you as you go forward? I think it needs to be more balanced than it’s been. Especially today, younger consumers want to connect emotionally with brands. They don’t want to just aspire for your brand looking down the runway, they want to be part of the life of the brand.

I think Tommy (Hilfiger) does it well. We just have a fashion show in Paris with Tommy selling product immediately after that trying to connect with the consumer at more affordable price points than what you would see from the luxury point of view. That’s how you build big businesses. We’re not trying to build niche businesses selling just $ 2,000 men’s suits or evening gowns. We’re really about building big lifestyle businesses.

The post Younger Consumers Want To Connect Emotionally with Brands, Says PVH CEO appeared first on WebProNews.

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