Hieu Blog

This nice article for Css designer. Found at :http://www.search-this.com/2007/03/26/10-quick-tips-for-an-easier-css-life/

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As with most things, a logical and structured approach is the best way to go. Therefore I have put together 10 quick tips (in no special order) to help make your CSS coding as pain-free as possible.

1. Keep it Simple

This may sound obvious but if you find yourself using complicated coding to achieve your design then you should think again about whether the feature you need is really necessary or if you’re just thinking about your design and not your visitors. Too often designers get caught up in their own design and go to great lengths to produce a certain visual effect only to find later on that visitors find it either irritating or unusable.

Complex code is usually the result of muddled thinking. Plan your layout logically and work from the outside in and from the top down where possible. Look at what containers you will need and break jobs down into smaller parcels. I usually start with a page wrapper and then progress logically through the header, navigation, main content and footers etc trying to preserve the flow of the document as much as possible.

While good visual design is necessary to attract visitors you must still have good content and a usable and accessible site. If you find your html and css looks like spaghetti then have a re-think and see if you can simplify it. This will make it easier to maintain in the future and will often save code and bandwidth.

2. Don’t use hacks unless its a known and documented bug

This is an important point as I too often see hacks employed to fix things that aren’t really broken in the first place. If you find that you are looking for a hack to fix a certain issue in your design then first do some research (Google is your friend here) and try to identify the issue you are having problems with.

If you find its a known bug then 99% of the time there will be a known solution to this bug and you can safely use a hack if required knowing that you are fixing a bug and not just correcting bad coding.

I couldn’t count the number of times I’ve seen layouts using hacks when all that was needed was to control the default margins on the page (see next tip).

3. Take care of margins and padding on all elements that you use

All browsers apply default padding and margins to most elements and the amount they apply varies quite substantially. Therefore you need to explicitly control the padding and margins on all the elements you use.

This is covered in depth in this article “No Margin For Error”.

4. Avoid using too much absolute positioning

Most novices to CSS quickly latch on to absolute positioning because it is pretty straight-forward and does what it says on the box. However absolute layouts have a number of problems and the biggest problem of all is that absolute elements are removed from the flow.

This means that when you absolutely place an element then it has total disregard to whatever else is on your page. It will overlap whatever was in that position and will take no notice of other content at all. The result of too much absolute positioning is that you end up having to control everything with absolute positioning and makes for a very rigid and inflexible layout.

The most common problem encountered when using absolute positioning for two or three columns is “How to put a footer at the bottom of all three columns?” The answer is you can’t, unless you resort to scripting or use a fixed height for all three columns.

Instead you should look into using mostly static positioning, margins and floats to maintain the flow of the layout. Static positioning is the default and basically means no positioning at all and the elements just take up space in the normal flow of the document. If elements flow normally then they have a logical construction and one element follows another without having to position it at all. You can use margins to nudge elements into position or use floats when you want elements aligned horizontally.

5. Avoid “divitus”

Although “divitus” isn’t a real word it is now commonly used to refer to layouts that have too many divs and not enough semantic html. Semantic html means using the correct html element for the task in hand and not just using divs for everything. Divs are generic dividers of page content and nothing else. 99% of the time there will be an html tag perfect for the job in hand.

e.g. p,h1,h2,h3,h4,h5,h6,ul,ol,dl etc…

Use divs to divide the page into logical sections or when there is no better alternative. If your page is logically divided into sections that use id’s to identify each section then this will allow you to target inner elements in that section without having to over-use classes on each element

e.g. #top-section h1 {color:red}(see next tip on “classitus”).

A common misuse of divs can be found in the following example:

A lot of times the above code can simply be reduced to this:

As you can see, by using the correct html to describe the content you give your layout inherent structure and meaning without any extra effort.

6. Avoid “Classitus”

“Classitus” is another made up word similar to “divitus” (as explained above) and refers to the over-use of classes (or id’s) when in fact none are necessary. If your page is logically divided then you can target many specific elements without the need for millions of classes.

A common example of misuse of classes is shown below:

All the links have been given a class of .link in order to style them and is completely unnecessary. If we apply an ID or class to the UL instead, we can target all the anchors within that ul without having to add any extra classes at all.

As you can see we get the same effect and save considerably on mark-up and readability. A lot of times the ul may be unique in a section anyway and you can use the parent id without even having to add an id to the ul. (Remember that id’s are unique and can only be used once per page.)

7. Validate your code

Visit the validator at every opportunity and validate your css and html especially when learning something new. If you are new to html/css then validate regularly during development so that you can be sure the code you are using is correct; that will allow you to concentrate on getting the design right.

Do not wait until you have finished coding the design as you may be using features that are not appropriate and will result in a lot more work than necessary. Validating frequently will also catch simple errors like typos which will always creep into the code when you are not looking.

8. Rationalize your code

At every stage during development ask yourself whether you need that extra div wrapper or not. Can existing elements be utilised for background images without adding extraneous code?

Thinking ahead and planning your layout beforehand will often lead to more concise code and an easier-to-manage layout.

9. Flexibility

Remember that a web page isn’t the same as a printed page and that ultimately the user has more control over how your page will appear than you do. With this in mind try to allow for some flexibility in your design so that things like text resizing issues don’t break your layout. Don’t make everything a fixed height/width or at least use ems to allow the layout to expand when text is resized.

With a little thought and patience you can still make your page look good and satisfy accessibility requirements.

10. Browser support

A designer’s lot is often not a happy one due to the variance in the display offered via various browsers. There is no easy answer to this question (apart from the tips already given) and my method of working is as follows.

First of all decide with your client (or yourself) what browsers you are aiming to support. This will of course be based on many factors (which we won’t go into here) but could be as simple as checking your server stats to see who your visitors are.

Once you have decided what browsers to support then make sure that you have access to these browsers in some way. The easiest way is to download the browser you need so you can test locally.

If you can’t download the browsers for one reason or another or you need to test on another platform, then there are a number of sites that will offer remote access or screenshots. Some of these require payment and some of the simpler ones are free (a quick look on Google will soon sort you out).

Once you have decided what browsers to support it is time to start coding then you must check your design at every stage in the browsers that you want to support. This means writing a line of code then firing up at least 3 or 4 browsers to check. As you get more experienced you will soon learn what is likely to work and what doesn’t and you can check less frequently.

If you take this approach of checking at every stage then you will soon find out what works and what doesn’t and identify problems straight away and determine the cause is immediately. This would not be the case if you waited until you had finished and then checked the design. It could take hours (or days) to identify where the problem is and what is causing it. It may in fact be too late to fix it because you have built the whole page on a function that only works in one browser and you would have to start again from scratch.

By checking as you go you eliminate this problem and quite often a small change in design at each stage will accommodate nearly all the browsers you need to support without needing to hack. You can’t make these small tweaks and changes in design if you wait until the end.

The above tips for css coding aren’t in any special order and most are just plain common sense. If you follow the advice given you will make your web design life a lot easier and less stressful.

Google co-founder Larry Page provides several tips for entrepreneurs.

Tip 1: Just don’t settle.  Especially with employees, it is very important to find great people you are compatible with.

Tip 2: There is a benefit from being real experts.  Experience pays off.

Tip 3: Have a healthy disregard for the impossible.  Stretch your goals.

Tip 4: It is OK to solve a hard problem. Solving hard problems is where you will get the biggest leverage.

Tip 5: Don’t pay attention to the VC bandwagon. Don’t start a company just because you can.  Instead, have a really good idea that is good regardless of the funding situation.

Good article on startups

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One of the things I always tell startups is a principle I learned from Paul Buchheit: it’s better to make a few people really happy than to make a lot of people semi-happy. I was saying recently to a reporter that if I could only tell startups 10 things, this would be one of them. Then I thought: what would the other 9 be?

When I made the list there turned out to be 13:

1. Pick good cofounders.

Cofounders are for a startup what location is for real estate. You can change anything about a house except where it is. In a startup you can change your idea easily, but changing your cofounders is hard. [1] And the success of a startup is almost always a function of its founders.

2. Launch fast.

The reason to launch fast is not so much that it’s critical to get your product to market early, but that you haven’t really started working on it till you’ve launched. Launching teaches you what you should have been building. Till you know that you’re wasting your time. So the main value of whatever you launch with is as a pretext for engaging users.

3. Let your idea evolve.

This is the second half of launching fast. Launch fast and iterate. It’s a big mistake to treat a startup as if it were merely a matter of implementing some brilliant initial idea. As in an essay, most of the ideas appear in the implementing.

4. Understand your users.

You can envision the wealth created by a startup as a rectangle, where one side is the number of users and the other is how much you improve their lives. [2] The second dimension is the one you have most control over. And indeed, the growth in the first will be driven by how well you do in the second. As in science, the hard part is not answering questions but asking them: the hard part is seeing something new that users lack. The better you understand them the better the odds of doing that. That’s why so many successful startups make something the founders needed.

5. Better to make a few users love you than a lot ambivalent.

Ideally you want to make large numbers of users love you, but you can’t expect to hit that right away. Initially you have to choose between satisfying all the needs of a subset of potential users, or satisfying a subset of the needs of all potential users. Take the first. It’s easier to expand userwise than satisfactionwise. And perhaps more importantly, it’s harder to lie to yourself. If you think you’re 85% of the way to a great product, how do you know it’s not 70%? Or 10%? Whereas it’s easy to know how many users you have.

6. Offer surprisingly good customer service.

Customers are used to being maltreated. Most of the companies they deal with are quasi-monopolies that get away with atrocious customer service. Your own ideas about what’s possible have been unconsciously lowered by such experiences. Try making your customer service not merely good, but surprisingly good. Go out of your way to make people happy. They’ll be overwhelmed; you’ll see. In the earliest stages of a startup, it pays to offer customer service on a level that wouldn’t scale, because it’s a way of learning about your users.

7. You make what you measure.

I learned this one from Joe Kraus. [3] Merely measuring something has an uncanny tendency to improve it. If you want to make your user numbers go up, put a big piece of paper on your wall and every day plot the number of users. You’ll be delighted when it goes up and disappointed when it goes down. Pretty soon you’ll start noticing what makes the number go up, and you’ll start to do more of that. Corollary: be careful what you measure.

8. Spend little.

I can’t emphasize how important it is for a startup to be cheap. Most startups fail before they make something people want, and the most common form of failure is running out of money. So being cheap is (almost) interchangeable with iterating rapidly. [4] But it’s more than that. A culture of cheapness keeps companies young in something like the way exercise keeps people young.

9. Get ramen profitable.

“Ramen profitable” means a startup makes just enough to pay the founders’ living expenses. It’s not rapid prototyping for business models (though it can be), but more a way of hacking the investment process. Once you cross over into ramen profitable, it completely changes your relationship with investors. It’s also great for morale.

10. Avoid distractions.

Nothing kills startups like distractions. The worst type are those that pay money: day jobs, consulting, profitable side-projects. The startup may have more long-term potential, but you’ll always interrupt working on it to answer calls from people paying you now. Paradoxically, fundraising is this type of distraction, so try to minimize that too.

11. Don’t get demoralized.

Though the immediate cause of death in a startup tends to be running out of money, the underlying cause is usually lack of focus. Either the company is run by stupid people (which can’t be fixed with advice) or the people are smart but got demoralized. Starting a startup is a huge moral weight. Understand this and make a conscious effort not to be ground down by it, just as you’d be careful to bend at the knees when picking up a heavy box.

12. Don’t give up.

Even if you get demoralized, don’t give up. You can get surprisingly far by just not giving up. This isn’t true in all fields. There are a lot of people who couldn’t become good mathematicians no matter how long they persisted. But startups aren’t like that. Sheer effort is usually enough, so long as you keep morphing your idea.

13. Deals fall through.

One of the most useful skills we learned from Viaweb was not getting our hopes up. We probably had 20 deals of various types fall through. After the first 10 or so we learned to treat deals as background processes that we should ignore till they terminated. It’s very dangerous to morale to start to depend on deals closing, not just because they so often don’t, but because it makes them less likely to.

Having gotten it down to 13 sentences, I asked myself which I’d choose if I could only keep one.

Understand your users. That’s the key. The essential task in a startup is to create wealth; the dimension of wealth you have most control over is how much you improve users’ lives; and the hardest part of that is knowing what to make for them. Once you know what to make, it’s mere effort to make it, and most decent hackers are capable of that.

Understanding your users is part of half the principles in this list. That’s the reason to launch early, to understand your users. Evolving your idea is the embodiment of understanding your users. Understanding your users well will tend to push you toward making something that makes a few people deeply happy. The most important reason for having surprisingly good customer service is that it helps you understand your users. And understanding your users will even ensure your morale, because when everything else is collapsing around you, having just ten users who love you will keep you going.

Notes
[1] Strictly speaking it’s impossible without a time machine.
[2] In practice it’s more like a ragged comb
[3] Joe thinks one of the founders of Hewlett Packard said it first, but he doesn’t remember which.
[4] They’d be interchangeable if markets stood still. Since they don’t, working twice as fast is better than having twice as much time.

- Install Mysql:http://www.mydigitallife.info/2006/04/13/installing-web-server-in-freebsd-60-with-apache-22-mysql-50-and-php-5-part-3/

- Install apache: http://www.mydigitallife.info/2006/04/13/installing-web-server-in-freebsd-60-with-apache-22-mysql-50-and-php-5-part-4/

- Install php; http://www.mydigitallife.info/2006/04/14/installing-web-server-in-freebsd-60-with-apache-22-mysql-50-and-php-5-part-5/

- Memcache: http://code.google.com/p/memcached/wiki/FAQ#How_can_I_install_memcached?

It took me almost sleepless nights begging Google for the answer on the installation of PHP and Apache.

The error in /var/log/httpd-error.log was as simple as this:

[warn] Session Cache is not configured [hint: SSLSessionCache]

when Php is not installed, Apache worked fine. I had tried to uninstall and reinstall many times but no avail. At last, the savor is :

vi /usr/local/etc/php/extensions.ini
#extension=recode.so (check it marked)
/usr/local/sbin/apachectl start

Why the hell did I compose recode with php-extensions.

Thanks to : http://chris-jan.blogspot.com/2008/08/freebsd-apachesession-cache-is-not.html

Implement these building blocks to create a successful campaign.

As marketing continues to change, the secrets of guerrilla marketing continue to change. There are 18 guerrilla marketing secrets, and they guarantee you will exceed your most optimistic projections.

Memorize these words, then live by them. I’m giving you a memory crutch so that you’ll never forget these major guerrilla marketing secrets. All these words end in “-ent.” Run your business by the guerrilla concepts they represent and reap the rewards.

Commitment
You should know that a mediocre marketing program with commitment will always prove more profitable than a brilliant marketing program without commitment. Commitment makes it happen.

Investment
Marketing is not an expense, but an investment–the best investment available in business if you do it right. With the 18 secrets of guerrilla marketing to guide you, you’ll be doing it right.

Consistent
It takes awhile for prospects to trust you. If you change your marketing, media and identity, you’re hard to trust. Restraint and repetition are two great allies of the guerrilla.

Confident
In a nationwide test to determine why people buy, price came in fifth, selection fourth, service third, quality second, and, in first place, people said they patronize businesses in which they have confidence.

Patient
Unless the person running your marketing is patient, it will be difficult to practice commitment, view marketing as an investment, be consistent, and make prospects confident. Patience is a guerrilla virtue.

Assortment
Guerrillas know that individual marketing weapons rarely work on their own, but marketing combinations do work. A wide assortment of marketing tools is required to woo and win customers.

Convenient
People know that time is not money–it’s far more valuable than money. Respect this by being easy to do business with and running your company for the convenience of your customers, not yourself.

Subsequent
The real profits come after you’ve made the sale, in the form of repeat and referral business. Non-guerrillas think marketing ends when they’ve made the sale. Guerrillas know that’s when marketing begins.

Amazement
There are elements of your business that you take for granted, but prospects would be amazed if they knew the details. Be sure your marketing reflects that amazement.

Measurement
You can potentially double your profits by measuring the results of your marketing. Some weapons hit bull’s-eyes. Others miss the target. Unless you measure, you won’t know which is which.

Involvement
This describes the relationship between you and your customers–and it is a relationship. You prove your involvement by following up; they prove theirs by patronizing and recommending you.

Dependent
The guerrilla’s job is not to compete but to cooperate with other businesses. Market them in return for them marketing you. Set up tie-ins with others. Become dependent to market more and invest less.

Armament
Armament is defined as “the equipment necessary to wage and win battles.” The armament of guerrillas is technology: computers, current software, cell phones, pagers, fax machines. If you’re technophobic, see a techno-shrink.

Consent
In an era of non-stop interruption marketing, the key to success is first to gain consent for your marketing materials and market only to those who have given you that consent.

Augment
To succeed online, augment your website with offline and online promotion along with constant maintenance of your site.

Content
Don’t believe that old adage, “Sell the sizzle, not the steak.” Sophisticated consumers these days know the sizzle from the steak and prefer the steak every time. Your substance, not your style, will carry the day for you.

Implement
It’s not enough for you to know these 18 secrets. The key is to take action on them, all of them.

Congruent
Be certain that all your marketing is saying the same thing and pulling in the same direction. Don’t undermine what you do with marketing that marches to the beat of a different strategist.

These concepts are the reason many startup guerrillas now run highly successful companies. They are the cornerstone of guerrilla marketing. They might look like just words, but each one is nuclear-powered and capable of propelling you into the land of your dreams.

Jay Conrad Levinson is the author of the Guerrilla Marketing series of books, the most popular marketing series in history with 15 million sold, now in 49 languages. At his GuerrillaMarketingAssociation.com and his gmarketing.com websites, you’ll find profit-producing ideas plus a list of 200 guerrilla marketing weapons.

Forget the ABCs you learned in grade school. This entrepreneurial alphabet has the terms you need to know to help your new business succeed.

ngel investor: It’s easy to believe in angels when you find one who’ll open his checkbook to finance your business. Angel investors typically fork over their own dough to help smaller companies get started. They often invest in companies that are too small or risky for venture capitalists to take seriously. Some angels take an equity stake, while others simply want their money back plus interest once the business takes off.

usiness plan: Want to woo investors, or simply keep your business on course? You must have a good business plan. It doesn’t have to be lengthy, but it does have to define your idea, map out business operations and predict potential. Oh, and it needs to clearly show much moola you’ll need to get your business going and keep it growing.

affeine: Whether it’s a supersize cup of joe or a stash of energy drinks, a little bit of caffeine can help you get through those long 50-, 60- or 70-hour work weeks.

ebt: While bootstrapping is admirable, don’t rule out debt financing, says finance expert Bob Low, author of Accounting and Finance for Small Business Made Easy. “Sometimes [borrowing is] the best way to get the money you need to grow.” That may mean borrowing against assets or simply floating expenses on a line of credit. Just watch that your debt load doesn’t get too heavy for your cash flow and profit margins to carry.

quipment: Efficiency is essential, so don’t skimp on equipment, especially if it will save you and your staff time or money. Read trade journals to keep up on innovations that may help one person do the work of two–without having to put a cot in the back office.

inancial statements: Read them. Learn them. Live them. If you’re not reviewing your financial statements on a regular basis, says Low, you’re likely missing important information about your company’s performance.

rowth: Growing too fast can be hazardous to your business health, says small-business consultant Carol Frank, author of Do As I Say, Not As I Did! Gaining Wisdom in Business Through the Mistakes of Highly Successful People. Growth for growth’s sake isn’t very smart. You need to make sure you have the financing that growth requires and that your foundation is in place so you can accommodate that growth. That’s the time to make your business bigger.

uman capital: This is a fancy way of saying “employees,” but it’s a good idea to start thinking of the people you employ as real assets. Seek out the best and invest in them.

deas: From creative marketing to innovative new products, you need great ideas in order to be successful. Be ready to capture them when they emerge, whether by keeping a small recorder in your car or having a water-soluble marker available to write them on your bathroom wall. After all, don’t most people get their best ideas in the shower?

oint venture: If two heads are better than one, two companies must be unstoppable, right? Sometimes. Alex Hiam, a small-business consultant and author of Marketing Kit for Dummies, estimates that 1 in 5 joint ventures works out. “The kinds of partnerships that work best are those where the companies are at a different level in the distribution channel,” Hiam says. For instance, a manufacturer and a distributor would share the profits of a product they jointly get into the marketplace.

nowledge: Knowledge is power, especially when it comes to your business. You need to do your homework by researching your market category and the opportunity it holds, as well as finding out as much as you can about starting a business in general. Industry associations, trade publications, government websites like census.gov and sba.gov, and even your local library can all provide important information to get you started on the right foot.

enders: Going in on bended knee won’t work. What lenders really want to see is your ability to repay the money you borrow. So work on polishing up that credit rating–both business and personal–and come in with solid sales and cash-flow projections backed by industry research.

arketing: Sometimes, promoting products and services seems like an easy place to cut back, but that’s the worst idea, says Frank. “Out of sight is out of mind. The last thing you want is to be out of your customer’s mind when you’re trying to find new business.” Instead, look for low-cost methods, such as e-mail marketing, contacting your best customers with special offers and seeking out publicity opportunities.

ame: What’s in a name? Perhaps a cease-and-desist letter. Before you slap your business or product name on expensive stationery, packaging and marketing materials, check out whether it’s been trademarked by going to the U.S. Patent and Trademark Office website, uspto.gov, as well as conducting an internet search and consulting your attorney.

perations: Be a smooth operator by setting up solid business practices. Be clear about your business hours, policies and procedures, and communicate them well so that both customers and employees know what to expect.

rofit margins: Your profit margin speaks volumes about the health of your company. This ratio of income divided by revenue is a useful tool to compare your company’s profitability with others in your industry.

uick restaurant delivery: When you feel the need to feed–a late-night pizza pick-me-up or sandwiches for a lunchtime staff meeting–it’s a good idea to have the best delivery joints on speed dial.

egulations: Many entrepreneurs are rule-breakers by nature, but ignoring the regulations, licenses and other applicable laws of your business landscape can land you in hot water and cost you big bucks.

ales channels: Gone are the days when products or services were marketed through only one channel. Now, says Hiam, companies can not only look to traditional sales channels but also find sales channels online, through direct selling or alliances with distributors. Says Hiam, “Being innovative and a leader in distribution is the easiest way to become a multimillionaire.”

axes: You know you have to pay them. Find out which ones apply to your business and remit promptly. Don’t mess with the tax man.

nplug: You deserve a break today and one next week and one the week after that. To be most effective in your business, you need to get away from it regularly, says Hiam, or you’ll burn out and stifle creativity. Whether it’s a sunrise yoga class or a midday trip to the museum, find your choice activity and engage on a regular basis.

enture capital: Got the “next big thing”? Venture capitalists today are looking for companies that have the potential to grow big, fast. If you’re poised to burst out on the scene and score big, make a solid case in your business plan and start knocking on venture capitalist doors.

ebsite: You know you need a website–and you know you need one that’s interesting and interactive. Frank says it’s essential to offer something for which visitors will give their e-mail addresses in exchange. That helps you grow your marketing base. White papers, information or even free consultations can get you the contact info you need for a promotional follow-up.

marks the spot: Location, location, location plays a critical role in the success of a retail business, but choosing the right spot can make a difference for any business, says Hiam. Look for places that are hubs for your industry because they’ll likely be rich in the resources, people and infrastructure you need to be successful.

es: From reflecting a positive attitude to being persistent in your pursuit of sales, the word yes is essential in the entrepreneurial vocabulary.

eal: People who are only in business for the money usually crash and burn, Hiam says. To achieve success, you must have true zeal for your business, your products and services, and your customers. “Zeal is a better word than love,” Hiam says, “because it shows the energy you have for the business, too.”

An upcoming webinar hosted by InsideView and Aberdeen Group, entitled “Value Selling with Sales Intelligence: The Key to Sales Survival in a Downturn Economy,” will address the four key sales intelligence requirements necessary to spark sales productivity. The free webinar, scheduled for April 7, will provide end-users with an overview of Aberdeen’s report findings, as well as highlight the best practices and requirements for success that emerged in the research. The webinar content will touch on the following crucial areas:

• Quality: Data quality is at the heart of sales intelligence initiatives. In the end, the usefulness of prospect and account information is contingent upon the reliability of the source. Poor data quality can lead to a lot of wasted time and effort on the part of sales representatives. Seventy-four percent of survey respondents indicated that improving the quality of leads in the sales pipeline is a top-two strategic action for alleviating business challenges. By focusing resources on initiatives designed to improve lead quality, not quantity, organizations are putting their sales representatives in a position to succeed from the outset.
• Readiness: The success or failure of any sales initiative oftentimes depends on the readiness of the organization at the most fundamental level. Companies must ensure that the proper processes, procedures and organizational support are in place to minimize the number of bottlenecks that can stunt productivity. For instance, 81 percent of Best-in-Class companies, compared to 65 percent of all others, have formalized and documented sales processes in place. Formal and documented sales processes that mirror the organization’s sales methodology are essential to sales operations. Organizations that do not have formalized sales processes in place risk errors or inconsistencies on the part of sales representatives and ultimately reduce the amount of time reps spend actually selling.
• Relevance: Organizations as a whole, particularly within sales, are already burdened by information overload. The sheer number of emails alone can overwhelm representatives who are only concerned with the account and prospect information that matters to them. The ability to gather the information that pertains to key industries or company sizes, for instance, allows representatives to focus only on those things that enable their own success. As a result of this strategy, Best-in-Class companies are 1.6 times more likely than Laggards to effectively map their products and services to the prospect’s business challenges.
• Delivery: As long as email remains the top collaborative technology for sharing and dispersing information, sales representatives will be burdened with searching for relevant information. An added challenge for organizations is the fact that dispersing key information via email is a bad process that does not ensure repeatable success. After all, the information shared between employees via email is not visible to others within the organization. The key to the success of any sales intelligence initiative is ensuring that representatives get the information they need in a way that is unobtrusive and within their daily workflow.

Haizzz…zzz.

Het 8-3 vo iu nhe’.Cuoi cung thi anh-nguoi hung cua em cung hoan thanh xong nhiem vu cao ca. Mua qua cho vo, goi dien cho mama, cho mama in law. Phu` phu`. Tuong lay duoc em ve roi thi` 8-3 nhe no, ai ngo`, hic, cang` ngay` cang` lam nhieu khe. Nhung vui, vi` nam nay 8-3 khong lam vo khoc’ phat’ nao`.

Bravo, 8/3 hoan hao nhat tu` ngay` yeu vo!